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Empire Plans ‘E-Commerce 2.0’ as Voilà Strategy Enters New Phase

By
Craig Patterson
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EXTERIOR OF SOBEYS GROCERY STORE. PHOTO: SUPERMARKET NEWS

Empire Company Limited is preparing what management calls its “e-commerce 2.0 strategy,” less than a year after a major restructuring changed how the Sobeys parent approaches online grocery fulfilment in Canada.

Empire reported last week that e-commerce sales increased 11.3 per cent in its first quarter, driven primarily by growth through third-party delivery partnerships and continued growth at Voilà. Management now believes it can accelerate that pace while operating with a substantially different cost structure.

The parent company of Sobeys, Safeway, FreshCo, IGA, Foodland, Farm Boy and Longo’s is drawing a clearer line between the jobs its different e-commerce platforms are expected to do. Voilà is aimed primarily at the planned grocery trip, while third-party platforms can handle customers looking for more immediate delivery.

It is a more flexible model than the one Empire originally built around Voilà, and one that follows a significant reset of the company’s online grocery ambitions.

Empire Reshaped the Voilà Model

Empire made a substantial investment in automated customer fulfilment centres as it built Voilà. The original strategy separated much of the picking and packing of online orders from individual supermarkets, with dedicated infrastructure designed to support larger volumes as online grocery grew.

The Canadian e-commerce grocery market ultimately proved smaller and slower-growing than Empire had originally anticipated, contributing to greater earnings dilution from Voilà. The company responded by restructuring the business and reconsidering how much dedicated infrastructure it needed.

Empire closed its Calgary customer fulfilment centre as part of that restructuring and continued an earlier pause on its planned Vancouver facility. The company retained its Toronto and Montreal customer fulfilment centres, which continue to support Voilà in higher-density markets.

The financial impact was substantial. Empire recorded a significant impairment related to its e-commerce assets and said the restructuring was expected to improve annualized e-commerce operating income by approximately $95 million.

Voilà itself remains part of the strategy. Management said during Empire’s first-quarter earnings call last week that the service continues to grow and offers a strong value proposition for customers making planned grocery purchases.

What changed is Empire’s willingness to use different fulfilment options depending on the customer, market and shopping occasion.

Voilà by Sobeys and Voilà par IGA promises to help Canadians stay one step ahead of their busy lives, underscored by a new tag line “Your groceries delivered. Just like that.” (CNW Group/Empire Company Limited)

Voilà Handles the Planned Shop

Chief Customer Officer Luc L’Archevêque told analysts that Empire sees Voilà as well suited to the planned grocery trip. Third-party delivery platforms serve a different need, particularly when customers want products quickly.

A large weekly grocery order scheduled in advance is different from an order placed because a customer needs a handful of products immediately. Empire can now serve those transactions through different platforms instead of trying to make one fulfilment system handle both.

Management said Voilà and its third-party partnerships are growing.

The split also matters financially. Centralized fulfilment requires significant infrastructure and enough order density to support it. Third-party platforms give Empire another route to customers without requiring the company to build dedicated customer fulfilment centres in every market.

Empire has already demonstrated that it will pull back from centralized infrastructure where the economics do not support the investment. At the same time, it continues to use the model in markets where management believes the scale is there.

Customer Data Moves Up the Agenda

Fulfilment is only part of the next strategy. Empire also wants to make better use of customer visits and data to connect its platforms.

Scene+ gives the company a large and growing loyalty base across its banners. Management said membership continues to increase rapidly, while personalized offers are generating a strong response from customers.

The opportunity extends across Empire’s different points of contact with consumers. A customer may shop at a Sobeys or Safeway store, place a planned grocery delivery through Voilà and use a third-party service when speed matters.

Empire has not said those channels are fully integrated today. Management’s comments indicate that improving the connections between them is part of the work underway as the company develops e-commerce 2.0.

Farm Boy photo
Farm Boy photo

Empire Wants E-Commerce Growth to Accelerate

Online sales increased 11.3 per cent in the first quarter, but L’Archevêque said Empire expects to do better.

Management pointed to continued growth at Voilà and through third-party partnerships, better use of customer data and new technology leadership as areas that can help accelerate the business.

The growth target comes after Empire spent much of the past year reducing costs and restructuring an e-commerce network that was producing more earnings dilution than management had originally expected.

That puts more emphasis on the quality of the growth. Higher online sales would be positive, but Empire also needs to protect the operating improvements created by the restructuring.

The $95 Million Reset

Empire expects the Voilà restructuring to improve annualized e-commerce operating income by approximately $95 million. Management previously said some of that benefit could be reinvested to support future growth.

The size of the improvement shows why fulfilment economics matter. Empire had built significant infrastructure around the expectation that online grocery volume would eventually support centralized fulfilment across several major Canadian markets.

Calgary and Vancouver changed that calculation. Closing one customer fulfilment centre and keeping another planned facility on hold allowed Empire to reduce its cost base while retaining centralized fulfilment in Toronto and Montreal.

The company no longer needs to choose between Voilà and third-party delivery as competing models. Each can serve a different purpose, and Empire can determine where its own infrastructure makes economic sense.

That is the real test of e-commerce 2.0. Growing online sales above the current 11.3 per cent pace matters, but less so if Empire has to rebuild the cost base it just spent considerable effort reducing.

Stores and Digital Growth Remain Connected

Empire’s physical network remains important as the company increases its digital reach. Its stores provide the banners, customer relationships and loyalty participation that underpin much of the broader business, while third-party platforms provide another way for customers to access those banners.

Empire is also expanding that physical network. The company now expects to open more than 25 stores in fiscal 2027 while simultaneously targeting faster e-commerce growth.

Management is continuing to commit significant capital to stores while looking for more flexible ways to grow online. Customers can move between a full weekly shop, a scheduled online order and an immediate delivery without necessarily thinking about the different infrastructure behind each transaction.

For Empire, the challenge is making those channels work together without applying the same cost structure to all of them.

Empire Takes Another Run at Online Growth

Empire has already made a major adjustment to its e-commerce strategy. It closed the Calgary customer fulfilment centre, kept Vancouver on hold and absorbed a significant impairment rather than continuing to invest in centralized infrastructure where the economics were not meeting expectations.

Now it wants online growth to accelerate again. Voilà has a defined role around planned grocery orders, third-party platforms provide immediacy, and Empire wants to use customer data and personalization to build stronger connections across the business. The model gives management more options than the original strategy, particularly in markets that cannot support dedicated fulfilment infrastructure.

Management calls it “e-commerce 2.0.” The label matters less than the financial outcome. Empire has identified approximately $95 million in annualized operating income improvement from restructuring the original model; the next job is to grow without giving those gains back.

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Flight Centre Canada expands physical retail footprint with two new stores

By
Mario Toneguzzi
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Flight Centre photo
Flight Centre photo

Flight Centre Canada is expanding its physical retail presence with two new stores in Toronto and North Vancouver, betting that in-person travel expertise remains valuable despite the growing ability of consumers to research and book trips online.

The travel retailer opened Flight Centre Crosstown in Toronto and Flight Centre North Shore in North Vancouver this month as part of a broader commitment to invest in travel expertise and its Canadian operations.

The expansion follows what the company describes as a third consecutive record year for Flight Centre Travel Group, the parent company of Flight Centre Canada. Canada was also the group’s most improved market globally in the financial year ended June 2026.

Physical retail remains part of strategy

The new locations represent a deliberate investment in brick-and-mortar operations at a time when travellers can increasingly arrange trips through digital channels, according to Flight Centre Canada executive vice-president and general manager Anita Emilio.

“Opening new travel stores in 2026 might sound old school, but that’s part of the point,” said Emilio. “People can research a trip for hours and still not know what they’re missing. A good travel expert cuts through the noise, flags the trade-offs and helps travellers make confident decisions.

“Technology gives us speed and choice. Our people bring judgement, context and accountability. The real value comes from combining the two.”

Anita Emilio
Anita Emilio
Chris Lynes
Chris Lynes

The company said the new stores are intended to give Canadians another way to access travel advice, alongside its online and virtual services with consultants. Flight Centre said the approach is designed to combine its technology with advice from travel professionals.

Chris Lynes, managing director of Flight Centre Travel Group Canada, said the investment is focused on locations where the company sees a business case for physical retail.

“Brick-and-mortar retail works when it gives access to expertise people can’t get elsewhere,” said Lynes. “These openings reflect a deliberate investment in a part of the business we know customers value and trust.

“We’re confident in our offering, but we’re also realistic about the current environment. We’ll continue to be selective about where we invest and focus on opportunities that make sense for both customers and the economics of the business.”

New Toronto and North Vancouver locations

Flight Centre Crosstown is located at 2507 Yonge Street, north of Eglinton, in Toronto. The store opened Sept. 10 and operates from 10 a.m. to 6 p.m., Monday to Saturday.

Flight Centre North Shore is located at 120 W. 16th Street, Unit 104, in North Vancouver. The store operates from 9:30 a.m. to 5:30 p.m., Monday to Friday, with its grand opening scheduled for Sept. 10 from 4 to 7 p.m.

Flight Centre photo
Flight Centre photo

The company said the two openings are part of its 30th-anniversary commitment to invest in the future of travel expertise. Flight Centre Travel Group has operated in Canada since 1995, with offices in Toronto, Calgary, Montreal and Vancouver.

Flight Centre Travel Group is headquartered in Brisbane and employs about 15,000 people globally, with company-owned leisure and corporate travel businesses in 25 countries. The company has been listed on the Australian Securities Exchange since 1995 and has a market capitalization in the order of C$4 billion.

Its Canadian leisure travel brands include Flight Centre, Envoyage and Laurier DuVallon, while its corporate travel brands include Corporate Traveller, FCM Travel, FCM Meetings + Events, Stage & Screen and WhereTo.

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Flight Centre photo
Flight Centre photo

Supernatural brings longevity wellness to retail space with new Yorkville concept

By
Mario Toneguzzi
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Supernatural photo
Supernatural photo

Supernatural, Toronto’s longevity and wellness destination in Yorkville, is taking an interesting approach to the rapidly growing longevity category — translating what has largely lived in clinics, treatments and the world of biohacking into a physical retail experience.

The retail space spans approximately 800 square feet and is curated by buyer Teca Mussio, who has spent more than a decade researching and testing products across wellness, beauty, sleep, recovery and performance. 

Teca Mussio
Teca Mussio
Supernatural photo
Supernatural photo

Consumers looking for better guidance

Her philosophy is refreshingly simple: consumers don’t need more wellness products — they need better guidance around what actually works.

Rather than stocking products based on what’s trending, Mussio has built the assortment around research, efficacy and the fundamentals of how people feel and function. Sleep is a major starting point, alongside products that support energy, recovery, performance, beauty and overall longevity. The assortment spans a wide range of price points — from All is Well tea ($11.25) to the Therabody Depuffing Wand ($199.99), an Allure 2025 Best Of winner, up to splurge items like the Sauna Blanket ($999) for the biohacker who has everything.

The result is an assortment designed to appeal to everyone from the longevity expert to someone simply curious about sleeping better, having more energy or discovering the next generation of wellness products — across a range of categories and price points.

“There is so much noise and claims in wellness right now. I feel like our job is to filter that for people. We look for unique products with credible science, a clear purpose and something we genuinely use ourselves. We don’t want 10 versions of the same thing. We want people to trust that if it’s at Supernatural, there’s a reason it’s there,” said Mussio.

Supernatural photo
Supernatural photo

“Longevity is pretty abstract, but feeling good isn’t. I think a lot of people go through life operating at 60 or 70 per cent and assume that’s what 100 per cent feels like. Once you get a taste of a really great night’s sleep, more energy and better recovery you understand the value pretty quickly.

“Not everyone really knows what “longevity” means beyond living longer. But everyone understands wanting to feel like the best version of themselves more often.”

Most people don’t care what PEMF (Pulsed electromagnetic field) stands for or what the latest longevity molecule is, said Mussio.

“They care about having more energy and feeling good in their body. Our goal is to take something that can seem complicated and make it simple, approachable and enjoyable. We try to meet people where they are and connect products and experiences to things they actually care about in everyday life. You shouldn’t need to be a biohacker to feel better.”

Supernatural photo
Supernatural photo

Growing consumer awareness about their health

Since COVID, Mussio said people have become much more aware of their health and how they feel.

“People are more willing to spend on themselves, on experiences, and on feeling better. We’ve always bought things because we think they’ll make us feel good. The difference is that feeling is usually pretty short-lived. Investing in your health, your energy and your wellbeing feels different because you feel the benefit now, but there’s also a payoff down the road. I think longevity wellness is becoming the new luxury,” she added.

“Longevity is becoming a major consumer category, but I don’t think we’ll ultimately call it longevity. To us, it’s really just modern wellness. Right now, much of the category still feels clinical, exclusive or niche. It lives in executive health clinics, private members clubs and social saunas.

“We think there’s an opportunity to create a new kind of retail category around it, and that’s really what we’re trying to pioneer with Supernatural and bring these ideas into everyday life and making them approachable, interesting and even fun.

“The physical space is a big part of that. It should be somewhere you can discover, learn, try things, meet people and get inspired. The best wellness spaces won’t just sell you something. They’ll change what you think is possible for how you feel, perform and age.”

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Angelcare Group Expands Litter Genie Line and Retail Strategy in Canada

By
Mario Toneguzzi
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Litter Genie photo
Litter Genie photo

Montreal-based Angelcare Group is planning to build on its growing pet-care business by expanding its Litter Genie product line and pursuing new retail opportunities, CEO Rahul Sharda says, as the company moves toward a broader ecosystem of products for cat owners.

The company recently expanded its Litter Genie offering with a new litter-and-refill program through Quebec pet retailer Mondou and Ontario’s Ren’s Pets. The program pairs Litter Genie litter with a refill of disposal bags, extending a product ecosystem that already includes litter boxes and waste-disposal pails.

“We’re the only brand that has the entire ecosystem,” Sharda said in an interview. “Every time they buy litter, they get a bonus refill inside the litter.” 

The company has also been expanding its global operations, including a new 130,000-square-foot packaging and distribution centre in Milton, Ont., which Angelcare says is intended to support future growth.

Rahul Sharda
Rahul Sharda
Litter Genie photo
Litter Genie photo

The most overlooked problem in cat ownership

Sharda said Litter Genie has been solving the most overlooked problem in cat ownership for over two decades — what happens after the litter box. 

“We invented the category of enclosed cat waste disposal, an inspiration from our flagship Diaper Genie brand for babies, and we’ve never stopped innovating inside it. Today we’re the only brand in the world that offers a complete, system-designed solution: the litter, the litterbox, the pail, and the refill — all engineered to work together,” he said. 

“That matters because cat parents don’t want to think about waste management. They want it handled simply, cleanly, and without odour breakthroughs. That’s exactly what Litter Genie delivers. We’re a brand that earns loyalty quietly – once a cat parent switches to a complete Litter Genie routine, they rarely go back.”

The recent launch at marked the Canadian introduction of the Litter Genie complete cat waste management ecosystem.

“The inspiration came from a clear consumer signal: cat parents told us they were tired of mixing and matching products from different brands that were not designed to work together. We solved that,” explained Sharda.

Litter Genie photo
Litter Genie photo

The Mondou customer is exactly who this program is designed for – an engaged, informed cat parent who does the research and wants the best solution, not just the cheapest one. It allowed Litter Genie to ensure the consumer education around the ecosystem is done properly before it will scale the program further. 

“When you are introducing something genuinely new to a market, the retail partner matters as much as the product itself. Mondou’s ability to tell a story at shelf and through their staff – not just push volume – made them a clear choice,” added Sharda.

“The odour management bar has risen considerably. When we conducted comparative testing against the leading competitive litter, Litter Genie Light showed zero detectable ammonia levels within minutes – while the competitor was still registering at +20 minutes. That is not incremental improvement; that is a different category of performance.

“And it matters because the trend we are seeing is that cat parents in condos and urban homes have zero tolerance for any breakthrough odour. Convenience is table stakes now. Performance differentiation is where the category conversation is moving. Beyond odour, we are seeing a clear shift from product-by-product purchasing toward integrated routines. Cat parents want solutions that work together seamlessly. That is precisely why the ecosystem model – litter, litterbox, pail, refill from one brand – resonates so strongly right now.”

Cat parents are sophisticated buyers

Cat parents are more sophisticated buyers than they were five years ago. They read reviews, watch unboxing content, and arrive at purchase decisions with genuine product knowledge. That means vague claims do not work anymore – they want to see proof, said Sharda.

“Litter Genie’s response to that is to build products that demonstrate their value clearly and quickly. The Easy Roll pail mechanism, the odour absorption performance of the litter, the refill system – these are things you can see and measure, not just marketing language. Our innovation philosophy is: if we cannot explain why a product is better in one sentence, we have not solved the right problem. That discipline has shaped everything from product design to how we communicate on shelves and in digital channels.”

He said Canada is a key market for Litter Genie, and the recent launch reflects its commitment to continuing to invest in innovation and category leadership. 

“We see significant opportunities to deepen engagement with existing users while introducing the brand to new cat-owning households. By expanding beyond disposal solutions and creating more complete pet care ecosystems, we can deliver greater value to consumers and strengthen our position within the cat care category,” explained Sharda.

“Beyond the Mondou program specifically, we are committed to deepening engagement with existing users while meaningfully introducing the brand to new cat-owning households who have not yet discovered what a complete Litter Genie system delivers.

Litter Genie photo
Litter Genie photo

“Quebec punches above its weight in pet specialty retail. The penetration of pet specialty as a channel — relative to mass — is higher in Quebec than in most other provinces, which means the Mondou customer already self-selects for exactly the kind of informed, quality-oriented buyer this ecosystem was designed for.

“We also have strong existing brand recognition and an established relationship with Mondou in this market, which makes it the right geography to take a calculated bet on a new category concept. You do not introduce a market-redefining product in a market where you are starting from zero.

“More broadly, Canada has a growing and highly engaged pet-owning population — one that views pets as family members and is willing to invest meaningfully in products that improve quality of life. That consumer mindset aligns directly with what Litter Genie stands for.”

The opportunities for innovation and growth

Sharda identified three areas as the biggest opportunities for innovation and growth in the cat care category.

“First, the performance credibility race. As consumers get more sophisticated, the brands that can back their claims with real, independently verifiable data will take significant share from those that cannot. We are investing there, and the ammonia testing work is one example of that commitment.

“Second, the shift from products to systems. The integrated ecosystem model is just beginning to play out in pet care, and the brands that architect those systems now will be genuinely difficult to displace later. We have a meaningful head start in cat waste management, and we intend to extend it.

“Third, Canada as a category incubator. We believe there is a real opportunity for Canada to be the market where new formats in pet care get defined before they go global. The Mondou Easy Roll program is the first chapter of that story for Litter Genie. We expect it will not be the last.”

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NHL names DoorDash exclusive delivery partner in North America

By
Mario Toneguzzi
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DoorDash image
DoorDash image

The National Hockey League and DoorDash have entered a multiyear partnership that makes the delivery platform the league’s exclusive on-demand delivery and pick-up partner in Canada and the United States beginning with the 2026-27 NHL season.

The agreement marks DoorDash’s first partnership with the NHL and gives the company marketing and branding rights tied to league broadcasts, events and the Stanley Cup Playoffs.

Partnership includes game-night promotions

The partnership begins in Canada with a DoorDash Puck Drop promotion on Sept. 29, the opening day of the 2026-27 NHL season. The company will then offer game-night deals every Wednesday and Saturday during the regular season.

DoorDash will also become the presenting sponsor of Wednesday night regular-season national NHL games and Stanley Cup Playoff games broadcast on Prime Video in Canada. The company is also scheduled to activate at the 2026 Tim Hortons NHL Heritage Classic in Winnipeg on Oct. 25.

“For tens of millions of hockey fans across North America, every night is appointment viewing. In Canada, hockey night is more than a game, it’s a family ritual and a way fandom gets passed from one generation to the next,” said Gina Igwe, Vice President of Brand, Creative, and Consumer Marketing at DoorDash. “As the NHL’s Official On-Demand Delivery and Pick Up Partner, DoorDash is proud to help fans spend less time managing meals, snacks, and last-minute needs, and more time in the moments that make game night matter. From puck drop to the final buzzer, we’re here to make it easier to be a fan.”

Under the agreement, DoorDash receives a range of NHL marketing rights and designations, including the use of league marks and broadcast-visible branding through Digitally Enhanced Dasherboards during nationally televised games. The partnership also includes integration at major NHL events, including the Discover NHL Winter Classic and Navy Federal Credit Union NHL Stadium Series, as well as a presence throughout the Stanley Cup Playoffs.

Gina Igwe
Gina Igwe
DoorDash photo
DoorDash photo

North American marketing strategy

The deal gives DoorDash a presence across NHL programming and events in both countries while connecting its delivery and pick-up services with game-night promotions.

“NHL fans are fiercely loyal and passionate and happen to be some of the most active on-demand delivery consumers,” said Chris Falkiner, NHL Group Vice President of Business Development. “DoorDash reaches thousands of communities across Canada and the United States, fueling game night ordering for fans everywhere the League plays. We’re excited to have DoorDash on board as our Official On-Demand Delivery and Pick Up Partner across both countries.”

DoorDash said it will announce a new NHL-focused creative platform across North America, along with additional promotions and sweepstakes for fans. Those initiatives are expected to include a trigger promotion tied to NHL games.

The partnership is intended to connect DoorDash’s delivery and pick-up services with NHL game nights and fan activities across the league’s Canadian and U.S. markets.

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Pinterest Unveils New AI-Powered Ad Tools, Visual Search Ads and Business Assistant in Canada

By
Mario Toneguzzi
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Pinterest image
Pinterest image

This week at Pinterest Presents, its annual global advertiser summit and biggest advertiser event of the year, Pinterest introduced a range of new ad tools and experiences designed to help brands turn visual discovery into measurable growth, powered by Pinterest Intelligence.

The company said platform users conduct more than 80 billion searches per month, the vast majority of which are visual, and more than half of which are commercial.

Pinterest image
Pinterest image

Here’s a look at what was announced:

  • Visual Search Ads is its newest performance ad feature, designed to capitalize on the power of visual search and intent. The format gives advertisers new placements in Pinterest Search Results and Pin closeups, pairing keyword relevance with a distinctive ad format to reach people as they search, compare and move closer to a decision.
  • Pinterest Performance+ is expanding with new tools that give advertisers more flexibility, insight and control. That includes Priority Products, which lets advertisers prioritize key product groups within a campaign, and A/B testing tools to help measure impact and optimize performance.
  • App Promotion gives advertisers a more direct way to drive app performance on Pinterest, using Pinterest Performance+ automation and privacy-safe measurement. In early testing, one brand achieved a 85% reduction in acquisition costs relative to prior temporary solutions.
  • Business Assistant is now available in Canada. Business Assistant brings AI-powered guidance to advertiser workflows. It combines a deep understanding of an advertiser’s business with Pinterest’s platform insights to help advertisers drive the best performance, building on the approach pioneered by Pinterest Assistant.
  • Restyle is a new camera experience that helps people reimagine their space using Pinterest’s intelligence layer. It will launch in the coming weeks in the U.S. and Canada.
  • Bring My Pinterest to Life, The brand’s CTV series on Roku, launches for a second season with creator-led transformations of spaces, experiences and personal style.
Bill Ready
Bill Ready
Pinterest image
Pinterest image

“Traditional search advertising has long relied on keywords, but in an AI-driven world, people are expressing themselves in much richer ways. Visual Search Ads allow marketers to tap into this new and rapidly growing form of AI-powered search with a prominent placement at the critical decision points where people see, save and decide,” said Bill Ready, CEO.  “Powered by Pinterest Intelligence – our AI-enabled visual understanding of images, products, taste and intent – we make those signals actionable for advertisers through visual search.”

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Giant Tiger stores to provide $500 to local schools for Terry Fox fundraising

By
Mario Toneguzzi
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Terry Fox Foundation photo
Terry Fox Foundation photo

More than 260 Giant Tiger stores across Canada will each provide $500 to a local school participating in the Terry Fox School Run, bringing the retailer’s total contributions to the Terry Fox Foundation to more than $412,000 over four years.

The program, now in its second year, will provide more than $130,000 in total support to schools and their Terry Fox fundraising efforts, as Giant Tiger continues its national partnership with the Terry Fox Foundation.

The Ottawa-based retailer said the initiative connects its locally owned stores with schools and communities in the areas they serve. The company said its store owners and teams are involved in supporting local causes and that the Terry Fox Foundation is among the organizations supported through that community focus.

Alison Scarlett
Alison Scarlett
Michael Mazza
Michael Mazza

Part of the community

“Our stores are part of the communities they serve, and our store owners and teams are incredibly passionate about finding meaningful ways to give back,” said Alison Scarlett, Head of PR, Communications and Corporate Social Responsibility, Giant Tiger Stores Limited. “The Terry Fox Foundation is a cause that resonates deeply across our network. By connecting our stores with local schools, we’re able to support something our communities care about while helping a new generation of Canadians learn about Terry’s story and carry his legacy forward.”

Giant Tiger store owners and teams will support their matched schools as part of the fundraising campaign. The retailer said the program is intended to bring together stores, schools, families and customers around Terry Fox fundraising efforts.

“The Terry Fox Foundation is near and dear to so many of us in our community,” said Sacha, store owner of Giant Tiger Trenton, Ont., whose store was the top fundraiser in 2025. “Many of us grew up participating in Terry Fox Runs ourselves, and now we get to see another generation of students carry that tradition forward. Our team looks forward to getting behind this every year. It brings our associates, customers and community together around something that means a lot to all of us, and I’m incredibly proud of the way our community continues to show up.”

Terry Fox Foundation photo
Terry Fox Foundation photo

Four-year partnership

The latest commitment comes as Giant Tiger marks its fourth year of partnership with the Terry Fox Foundation. The retailer said its contributions during that period have supported cancer research and Terry Fox fundraising efforts, with more than $412,000 provided to date.

“Giant Tiger’s local stores across the country are helping to inspire the next generation of Terry Fox supporters by getting behind students and their fundraising efforts,” said Michael Mazza, CEO of the Terry Fox Foundation.

“Through their school match program, stores are creating a powerful connection between local businesses, schools and communities, while teaching young people the power of philanthropy and the impact they can have when they come together for a cause they believe in. We are incredibly grateful to Giant Tiger for helping students experience the impact of Terry’s legacy firsthand and empowering them to be part of realizing Terry’s dream of a world without cancer.”

The Terry Fox Foundation said it surpassed $1 billion raised for cancer research in February 2026. The organization said it engages more than 20,000 volunteers and 3.5 million students through nearly 10,000 annual fundraising events across Canada.

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AI agents and the shopping experience: Myndlab

By
Mario Toneguzzi
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Thirdman photo
Thirdman photo

AI agents may eliminate the checkout page, but they could also reduce brands to invisible suppliers.

The technology is advancing because AI-referred shoppers are commercially valuable. But removing the retailer from discovery and checkout creates a problem: if an AI agent selects the product, controls the interface, and completes the transaction, what remains of the relationship between the customer and the brand?

Jessica Young, CMO of Myndlab, an AI application builder, and a former luxury ecommerce executive, believes agentic commerce could split retail into two layers: brands that remain destinations in their own right and interchangeable suppliers competing to be selected by machines.

Jessica Young
Jessica Young
SHVETS production photo
SHVETS production photo

In an interview with Retail Insider, Young spoke about the issue.

Question: Could AI agents turn established brands into interchangeable product suppliers?

Answer: Yes, it’s a real risk. If an AI agent is choosing between products based mainly on price, availability, and specifications, the brands behind those products can start to look interchangeable. The customer may receive exactly what they asked for without ever visiting the retailer or understanding what makes one brand different from another.

However, people do not choose brands based on product data alone. They choose them because they identify with the world a brand creates, whether through relatability, aspiration, inspiration or social signalling. Brands that have built that kind of connection will still influence what customers ask their agents to find. The challenge is making sure the brand’s identity is not lost when the agent becomes the middleman.

Q: What happens to loyalty when the customer never visits the retailer’s website?

A: If I repeatedly ask the same agent to shop for me and it consistently makes good decisions, my loyalty may gradually shift towards the agent rather than any individual retailer. I may trust its recommendations without paying much attention to where each product comes from.

That makes one-to-one marketing and relationship-building through CRM even more important. Retailers need to understand their customers and stay connected with them before and after the transaction, even if the purchase itself happens through an agent. Exceptional service, relevant personalisation, exclusive products, membership and community can all give people a reason to maintain that direct relationship. If the only value a retailer offers is a quick purchase, an agent can easily take over that role.

Q: Why can eliminating checkout also eliminate valuable moments of trust and differentiation?

A: We often talk about checkout as friction, but it also gives customers important reassurance. It is where they confirm delivery, understand returns, choose how to pay, and see what support is available if something goes wrong. Those details can make the difference between feeling confident enough to buy and abandoning the purchase.

This is even more important in luxury ecommerce, where trust is part of the value. Customers want reassurance around authenticity, presentation, delivery and aftercare. If an agent handles the purchase in the background, retailers need to think carefully about how those trust signals reach the customer rather than disappearing with the checkout page.

Mikhail Nilov photo
Mikhail Nilov photo

Q: How can luxury, fashion and other emotionally driven categories remain relevant when AI prioritises specifications and price?

A: From my experience in luxury ecommerce, people shop based on emotional and psychological intent, cultural and social relevance, and how a brand fits into their personal identity. An AI agent can compare specifications and prices, but it cannot create the desire that makes someone want a particular brand in the first place.

As AI agents make shopping more transactional, brands will need to place even greater emphasis on the top of the funnel. That means investing in brand awareness campaigns, experiential touchpoints and genuinely creative concepts that capture consumers’ imagination and shape their intent before they begin shopping. I do not believe AI agents will replace or diminish branding and creative campaigns. In fact, their growing role in ecommerce should drive further investment in both, because brands will need to be top of mind by the time a consumer asks an agent to make a purchase.

Q: Will retailers need to design separate experiences for human shoppers and AI agents?

A: Retailers will need to respond to two different needs. An AI agent wants accurate information about products, pricing, availability, delivery and returns. A person may want to browse, be inspired and change their mind along the way. However, both experiences should still sit within the same brand world and reflect the same values, USPs and service standards. They are ultimately two different paths to purchase, not two separate brand experiences.

We saw a similar shift when ecommerce came to the forefront. Brick-and-mortar retail did not disappear, but became more focused, with flagship stores evolving into destinations for inspiration, entertainment and deeper brand engagement. Ecommerce then became a digital expression of that same brand, using discovery, personalisation and customisation tools to build awareness and engagement, while making the journey from consideration to conversion more seamless.

AI application builders can now help retailers create and test this next path to purchase without rebuilding their entire ecommerce operation. The opportunity is to make the experience work efficiently for agents while remaining consistent with what customers already expect from the brand. However, efficiency and transactions should not come at the expense of human control. Customers should always be able to understand what an agent is doing, correct its assumptions and step back into the decision when they want to.

Q: Why will the winners in agentic commerce be those that preserve a direct customer relationship, rather than those offering the fastest transaction?

A: Speed will matter, but it will not remain a meaningful advantage for long. Once every agent can compare products and complete a transaction within seconds, that level of convenience will simply become expected.

What will be harder to replicate is a relationship in which the customer feels understood, valued and connected to the brand. The retailers that do well will make agent-led purchasing easy while still giving people a reason to engage with them directly through more robust CRM and brand awareness initiatives. Community, experiential events and one-to-one relationships across physical and digital channels will become even more important.

Ultimately, the goal should not be to remove the human from commerce. It should be to use technology to make the transactional and operational parts easier without losing the emotional connection that makes people choose one brand over another.

More from Retail Insider:

Faire report: Social media is reshaping fashion trends and giving independent retailers an edge

By
Mario Toneguzzi
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Faire image
Faire image

The new Faire Independent Retail Pulse: Fashion, Rewired report reveals how independent retailers are winning by keeping up with the compressed fashion cycle fueled by fashion trends on social media trends.

The report said social media and celebrities – and celebrities using social media — have usurped traditional fashion media in their ability to set trends. 

“Influence has moved out of editorial meetings and boardrooms to forums closer to consumers. Now independent retail, which also operates closer to shoppers than chain stores that make decisions at the national level, can jump on grassroots trends more quickly.” said the report.

The report said the rise of social platforms and the 24-hour celebrity news cycle have democratized and fragmented the nature of trendsetting. 

“Now trends may emerge in a small community, on TikTok or Instagram, through creators and celebrities, or shift in real-time with shoppers’ changing behaviors — often before traditional fashion players have had time to catch up,” it said. 

“Independent retailers are well-positioned for a new normal that requires a much tighter feedback loop between signal and buying decisions. Unlike their mass market counterparts, they are less constrained by national assortments and closer to their customers — shoppers they interact with every day — which allows them to stock their shelves based on the specific tastes and identities of their customers rather than with a standardized national planogram. Their inherent flexibility also means they place smaller, more frequent orders, so they can respond to emerging trends in days and weeks rather than face months, even years, of lead-time.”

Faire image
Faire image

Here is a snapshot of the report findings (based on Faire first-party independent wholesale data):

  • Mock-neck sweatshirts are in: U.S. orders on Faire grew 11.5x, fueled by a TikTok DIY trend of customizing them with iron-on patches, a cheaper, more personal alternative to ready-made merch or pricier brands like Parke.
  • Loungewear and matching sets are overtaking activewear: Order growth hit nearly 95% for loungewear and over 103% for matching/coordinated sets, making them the two fastest-growing apparel subcategories.
  • Plus-size unit share is decreasing: With an estimated 1 in 8 adults now using GLP-1 drugs, a figure that could triple by 2030, the share of apparel units sized above an XL has fallen by over 27% in the past three years.

In interviews with Retail Insider, Faire’s CRO Jennifer Burke and Trend Expert Hannah Wall talk about some of the report’s findings.

Faire Chief Revenue Officer Jennifer Burke
Faire Chief Revenue Officer Jennifer Burke
Faire Trend Expert Hannah Wall
Faire Trend Expert Hannah Wall

Jennifer Burke — CRO, Faire

Question: What does the rapid growth in certain apparel categories tell us about how independent retailers are responding to the increasingly compressed fashion cycle driven by social media?

Answer: Independent retailers are staying plugged into social media trends, then acting on them fast to capture the demand. Mock-neck sweatshirts are a good example of how these trends move from screens to stores. When the DIY trend of personalizing plain mock-neck sweatshirts with iron-on patches spiked on TikTok around July 4th and the World Cup, mock-neck sweatshirt searches on Faire ran at more than nine times the normal pace, and their share of US apparel orders jumped 11.5x, making July 2026 the biggest month on record for the category. The retailers who can move that fast are the ones who end up capturing the demand.

Q: How are independent retailers using smaller, more frequent orders to respond to emerging trends and adjust their inventory and size assortments faster than larger retail chains?

A: It comes down to buying cadence. Independents aren’t locked into a national assortment, so they stock and restock, based on what their customers actually want, and their orders are smaller and more frequent, letting them react in days or weeks instead of the months-long lead times chains are stuck with.

The striped loungewear trend shows this. In the eight weeks after Rihanna was photographed in a pajama set that went viral, the number of new brands listing striped pajama and loungewear sets on Faire roughly doubled, outpacing new listings elsewhere on the marketplace. Big retailers are buying off a vendor roster locked in months earlier, so they don’t have the flexibility to pick up on emerging styles the way independents can.

Q: What does the decline in plus-size unit share alongside the growth of GLP-1 use mean for independent fashion retailers, and how should they be thinking about sizing and inventory planning?

A: Independent retailers with smaller depth in size runs can order more of what’s actually selling right now, which matters as customer demand changes faster. A fifth of people who’ve lost weight on GLP-1s say they’re shopping less at big-box chains, and over half think those chains aren’t handling sizing for bodies in transition well. Watching your own data and assorting for your customers has become more important than ever.

Faire image
Faire image

Hannah Wall — Trend Expert, Faire

Question: Which fashion trends emerging on social media are having the greatest influence on what consumers are buying right now, and why are some trends translating into retail demand faster than others?

Answer: Heading back into cooler weather, the staying power of the mock-neck sweatshirt trend is a good example of how the timing of a trend matters as much as the idea itself. Personalizing sweatshirts with iron-on patches took off on TikTok, but it really spiked around moments that gave people a natural reason to customize something, like the Fourth of July and the World Cup. Those cultural touchpoints gave the trend a built-in occasion, so it wasn’t just “here’s a cute DIY,” it was “here’s what you wear to this occasion happening right now.” Search for the term ran at more than nine times the normal pace, and its share of apparel orders jumped 11.5x almost overnight in a well-established category, proving that even staples can retrend.

Q: What is driving the rapid growth of loungewear and matching sets, and does this signal a broader shift in how consumers are thinking about fashion and everyday dressing?

A: What’s driving specific styles within that shift is celebrities and content creators. The striped pajama set took off after Rihanna was seen wearing one out in public, and that image spread fast through social media and inspired a wave of similar styling. Her balance of polished prep and pajama comfort are so desirable that social media locked in. 

The gravitation towards matching sets reflects a similar craving for polish and comfort. Loungewear orders grew 95% and matching sets grew 103% year over year. We’re also seeing growth in oversized sweatshirts, one-size pieces, and relaxed sweaters, clothing that’s easy to live in. Together, I’d call it a bigger shift toward comfort and relaxed dressing generally, not just one look. 

Q: How should independent retailers distinguish between a short-lived social media trend and a trend with enough staying power to justify putting it into their inventory?

A: Order small and let the data (and your customers) tell you, rather than betting big on a hunch. That’s the real edge independent retailers have: they can place a trial order and see within days whether something’s actually resonating with their customers. And because they’re talking to their customers directly, day to day, they don’t need to guess what’s resonating nationally, they can test it locally first and scale the order up only once it’s proven out with the people actually walking into their store. 

More from Retail Insider:

Daily Synopsis: September 17, 2026

By
Retail Insider
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Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 11 articles we published covering key developments in Canadian retail. Here are a couple highlights with a full list of the day’s articles thereafter.

Reitmans (Canada) Limited reported a 1.9% decline in second-quarter net revenues to $211.8 million, driven by lower transaction volumes and reduced clearance sales, while gross margin improved by 160 basis points to 58.5% due to disciplined. Primaris Real Estate Investment Trust is raising $200 million in equity to support its pursuit of over $1 billion in potential Canadian mall acquisitions, focusing on large regional shopping centres previously held by institutional owners.

Dollarama continues to sustain strong sales growth and rising customer traffic while maintaining its $5 maximum price point amid inflationary pressures, signaling a potential lasting shift in Canadian consumer behavior toward value retailing. Toronto’s Bloor Street luxury corridor is undergoing a dynamic reshaping marked by new flagship stores from RH, Tiffany & Co., and Delysées, alongside Holt Renfrew’s planned major reworking and Harry Rosen’s relocation.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

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