The Nestlé Headquarters in Vevey, Switzerland. Photo: RDR Architechtes
If you needed a wake-up call for the global food-manufacturing complex, these past few months delivered it with a roar. Dr Pepper Keurig is breaking apart. Kellogg is splitting again. Kraft-Heinz is unraveling. And now Nestlé has dropped a bombshell: a plan to cut 16,000 jobs globally — one of the largest layoffs ever seen in the consumer-goods space outside of bankruptcy. In Canada, Nestlé refuses to disclose how many jobs will go, despite employing over 3,500 people across several locations. These seismic moves reveal a deeper reality: even the most established food giants are no longer immune to economic stress, shifting consumer habits, and structural disruption. The era when size guaranteed resilience is over.
Statistics Canada’s latest figures confirm that food manufacturing in Canada is faltering. Over the past two years, unadjusted sales have dropped in most provinces — down 7 per cent in Ontario and 5 per cent in Quebec, where most of Canada’s food processing occurs. These aren’t minor fluctuations; they signal an industry losing momentum, even before accounting for inflation. Food manufacturing is bleeding quietly across the country.
What’s behind this collapse? Both structure and behaviour. Consumer demand is changing — and shrinking — in mature categories. The rise of GLP-1 weight-loss drugs is subtly rewriting the rules of appetite. Households with a GLP-1 user are buying less food, particularly calorie-dense, processed items. Ironically, these drugs emerged from an industry trying to solve the very health problem the food sector created and could never fix. For the first time, the pharmaceutical industry — not the food industry — is making people healthier.
Meanwhile, corporate credibility is collapsing under the weight of shrinkflation — the unapologetic practice of selling less product for the same or higher price. Led by the same large corporations now announcing layoffs, shrinkflation has alienated consumers and shattered trust. People notice when chocolate bars get smaller, chip bags emptier, and cereal boxes lighter. The sense of betrayal has only deepened the divide between companies and their customers.
Inflation and rising input costs add another layer of pressure. Even as retail prices climb, manufacturers struggle to preserve margins because much of the growth is nominal, not real. Energy, packaging, freight, and ingredient volatility continue to erode profitability, while consumers increasingly push back against further price hikes. Food manufacturing is also costly in Canada, weighed down by interprovincial trade barriers, a multi-layered bureaucracy, and a fiscal regime amplified by an industrial carbon tax. These structural inefficiencies make it harder to scale, innovate, and remain globally competitive.
Then there’s the scale problem. What once was an advantage has become a liability. Large, diversified corporations can’t pivot fast enough to meet the demand for authenticity, local sourcing, or transparency. Their product lines feel distant, their innovation pipelines sluggish, and their structures bloated. “Big is beautiful” no longer resonates with consumers who equate value not just with price, but with trust and meaning. The more they grew, the more disconnected they became from the very markets that sustained them.
For Canada, the implications are profound. Food and beverage processing remains the country’s largest manufacturing sector by output and one of its top employers, supporting more than 300,000 Canadians. If multinationals like Nestlé or Kraft-Heinz downsize here, the pain will not be confined to corporate offices. It will ripple through farming, packaging, logistics, and rural communities. Once a plant closes, it rarely comes back — weakening local economies, undermining food resilience, and reducing Canada’s capacity to add value to its own agricultural output.
Policymakers should see this as a warning. Canada needs to strengthen its mid-sized and regional food firms — the companies that still understand local markets and can innovate quickly. According to the Global Agri-Food Most Influential Nations Ranking 2025, prepared by Dalhousie University and MNP, Canada’s ability to scale up food manufacturers lags most G20 countries. That must change. Targeted investment, modernization incentives, and export facilitation can help them compete in an era where agility, not size, defines success. At the same time, Ottawa must watch consolidation and foreign acquisitions closely to prevent the loss of critical processing capacity to offshore control.
This week’s Nobel Prize in economics offered a timely metaphor. Three scholars were honoured for their work on innovation and market dynamics — including a Canadian who advanced the idea of creative destruction: that growth should never be taken for granted, and that renewal is the essence of progress. The food industry is learning that lesson the hard way. The giants that once filled the world’s supermarket shelves are discovering that reinvention, not scale, is the only true measure of resilience. The wave of corporate breakups is no accident; it’s a symptom of an industry forced to evolve. Canada can either embrace this disruption as a catalyst for renewal — or brace for more closures, layoffs, and lost trust.
Canadian consumers are approaching the 2025 holiday season with a cautious mindset, planning to cut back on spending and prioritize value, according to a new survey from PwC Canada.
The annual PwC Canadian holiday outlook highlights a shift in consumer behaviour driven by economic uncertainty, rising costs and a desire to make the most of both time and money during the holidays.
Elisa Swern
“This holiday season, Canadians are not just shopping; they’re strategizing,” said Elisa Swern, National Retail and Consumer Leader at PwC Canada. “Faced with persistent economic pressures, consumers are making tough choices, prioritizing family spending, while tightening belts elsewhere. This isn’t just about spending less; it’s about a fundamental shift towards conscious consumption, where every dollar must deliver tangible value and purpose.”
On average, Canadians plan to spend $1,675 on gifts, travel and entertainment this holiday season. That marks a 10 per cent decrease from last year, but a slight increase of two per cent over 2023 spending intentions.
The survey found that 81 per cent of respondents are considering cutbacks in the next six months, with reductions expected in spending on gifts for friends, pets and even themselves. However, spending on family remains a priority. Consumers are also showing a preference for debit cards over credit, suggesting an effort to manage spending more tightly.
Sébastien Doyon
“For retailers, this isn’t a time for business as usual,” said Sébastien Doyon, Partner, Consulting and Consumer Markets at PwC Canada. “The data clearly shows consumers craving authenticity – from Canadian-made products to genuine human interaction. Retailers who lean into these trends, offering transparent value, personalized experiences, and a clear brand story, will not only capture sales but have an opportunity to build lasting loyalty in a challenging market.”
Younger Canadians are expected to reduce their spending the most. Gen Z respondents anticipate cutting their holiday spending by 35 per cent, while millennials expect to spend 11 per cent less. These changes reflect the financial pressures on younger demographics, including early career instability and home ownership costs.
Regional differences also emerged. British Columbia consumers plan to spend the most at $1,821, followed by Ontario at $1,788. Quebec and Alberta consumers reported the lowest expected spending, both at $1,532.
The survey also identified several key trends for retailers. Nearly half (49 per cent) of Canadians said they would prefer to buy a Canadian-made product over an imported one of similar quality, even at a higher price. This sentiment was strongest among Baby Boomers, at 64 per cent. Meanwhile, cross-border shopping is down, with only 12 per cent planning in-person trips, compared to 20 per cent previously.
Despite the growth in online shopping, 56 per cent of Canadians say the ability to see and touch products remains important, and 64 per cent plan to shop in stores this holiday season. Gen Z and millennials are leading adoption of mobile payment and self-checkout options, with 44 per cent of Gen Z planning to use self-checkout, compared to 31 per cent overall.
When it comes to customer service, 73 per cent of respondents said they prefer speaking to a human agent. Only nine per cent ranked AI assistants or chatbots among their top three preferences.
DoorDash Canada has announced a new national initiative that unites its sponsorships of three major women’s sports leagues under a single platform, aiming to elevate the profile of women’s sports across the country.
“By uniting the WNBA, NSL, and PWHL, we’ve built an alliance that celebrates women’s sports at the most powerful level and together have created new opportunities for restaurants looking to reach more sports-fueled customers.”
The campaign includes a national marketing rollout across television, social media, stadiums and restaurants, aiming to grow fan engagement and broaden access to women’s sports events.
“Our collaboration with DoorDash on the BRING IT IN campaign highlights the WNBA’s commitment to advancing women’s sports and strengthening our connection with fans in Canada,” she said. “This collaboration reflects our shared dedication to empowering women, supporting local economies, and expanding the reach of our game.”
As part of the initiative, DoorDash is also introducing the BRING IT IN Roster, a network of small and medium-sized restaurants that commit to showcasing games from all three leagues on-site and offering game-day promotions to customers ordering from home.
Participating restaurants will have access to official campaign branding and league logos, allowing them to position themselves as local game-day destinations. Among those joining the campaign are PAI, Tha Phae Tavern, Kibo Sushi, Congee Queen, Happy Burger and Scotty Bons.
Amy Scheer
“A lot can happen when three ambitious women’s leagues join forces with a brand like DoorDash to create new ways to connect with fans and communities,” said Amy Scheer, executive vice-president of business operations at the PWHL. “At the PWHL, our priority is making sure fans can see the best women’s hockey players in the world — whether they’re in the arena or tuning in from across the country — and BRING IT IN delivers on that.”
The campaign arrives as women’s sports continue to see record growth in Canada. The NSL’s inaugural season drew nearly 250,000 fans nationwide. The WNBA held its first regular-season game in Canada earlier this year and is set to launch its first international franchise, the Toronto Tempo, in 2026. Meanwhile, the PWHL has surpassed one million in attendance, breaking several records, including a world-record crowd of more than 21,000 in Montreal.
Diana Matheson
“Women’s professional sport in Canada is growing because of partners that believe in its collective ability to unite everyone and commit to building with us,” said Diana Matheson, founder and chief growth officer at the NSL. “BRING IT IN captures what is most powerful about women’s sport – our collective belief that this industry is just getting started, and that it’s the vibrant, growing community that drives it forward.”
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 several 48 hours.
REITMANS' NEW CF CARREFOUR LAVAL SHOP PHOTO: REITMANS
Reitmans (Canada) Limited has announced the upcoming departure of Chief Operating Officer Jackie Tardif, marking the end of an era for one of the country’s most enduring fashion retail executives. After more than three decades of service, Tardif will officially leave the company on December 1, 2025, following the elimination of the COO role as part of a broader leadership restructuring.
The Montreal-based retailer, known for its Reitmans, Penningtons, and RW&CO. banners, said the move aligns with its evolving strategic direction as it approaches its centennial in 2026.
Jackie Tardif
“Throughout her distinguished career at RCL, Jackie played a pivotal role in driving the achievement of the Company’s key strategic objectives and initiatives. It is difficult to put into words the extent of her contributions to our success,” said Andrea Limbardi, President and Chief Executive Officer of Reitmans. “She shaped the direction of our brands with remarkable insight and skill, consistently demonstrating unwavering commitment, enthusiasm, and dedication to our collective mission.”
Limbardi, who joined Reitmans in 2023 as the first non-family CEO in the company’s history, emphasized Tardif’s leadership as foundational to the company’s transformation journey.
A Legacy of Leadership and Transformation
Reitmans COO Jackie Tardif leaves behind a legacy that spans more than 30 years of retail leadership, cultural transformation, and brand innovation. Joining the company in 1995, she rose through roles in merchandising and operations before taking on senior executive positions, including President of the Reitmans banner and, most recently, Chief Operating Officer.
During her tenure as President of the Reitmans brand, Tardif spearheaded initiatives that modernized the company’s identity and expanded its commitment to inclusivity. She guided a comprehensive brand repositioning, emphasizing customer experience, inclusive sizing, and a renewed store design aesthetic that resonated with contemporary Canadian shoppers.
As COO, appointed in early 2024, she oversaw merchandising, marketing, planning, and omnichannel operations. Her role bridged the company’s physical and digital strategies, advancing operational efficiency across all three banners.
“It has been both an honour and a privilege to dedicate more than thirty years of my career to RCL, helping to shape RCL’s strategic vision and its storied brands in achieving their ambitious goals and objectives,” said Tardif. “Throughout my tenure, I have had the pleasure of collaborating with an outstanding team of board members, executives, and employees whose invaluable support and insight have made my journey so rewarding.”
Tardif’s leadership style, characterized by collaboration and mentorship, helped nurture internal talent and reinforced Reitmans’ reputation as a company that values women in leadership.
Reitmans at CF Rideau Centre (Image: Reitmans)
Reitmans’ Path to Renewal
Founded in 1926 by Herman and Sarah Reitman, Reitmans (Canada) Limited has been a cornerstone of Canadian fashion retail for nearly a century. With headquarters in Montreal and approximately 6,800 employees nationwide, the company operates 390 stores across the country: 220 Reitmans, 86 Penningtons, and 84 RW&CO.
Following a major restructuring process under the Companies’ Creditors Arrangement Act in 2020, which saw the closure of its Addition Elle and Thyme Maternity brands, Reitmans successfully emerged from creditor protection in 2022. The company has since focused on operational resilience, brand reinvention, and profitability.Under the leadership of CEO Andrea Limbardi and Executive Chairman Stephen F. Reitman, the company continues to modernize its retail operations while reinforcing its position as a leading Canadian apparel retailer.
For fiscal 2025, Reitmans reported annual revenues of approximately $773.8 million, with net earnings of $12.1 million. Its growth strategy focuses on refining the customer experience, investing in e-commerce, and strengthening its digital integration.
Leadership & Operations - The Field Agent Canada team. Photo: Field Agent Canada
Field Agent Canada is celebrating its 14th anniversary as a trailblazer in the nation’s retail insights industry. Founded in 2011, the Calgary-based company has redefined how brands and retailers access real-time, in-store intelligence through its mobile crowdsourcing platform. Over the past 14 years, Field Agent Canada has paid out more than $13 million to its growing community of agents across the country, who provide photos, prices, and shopper feedback from stores nationwide.
“When I first heard about Field Agent I knew it would be the perfect fit for Canada, with its spread-out population and high cost of retail coverage,” said Jeff Doucette, General Manager of Field Agent Canada. “Over the past 14 years, my team and I have built a responsive national network of ‘eyes and ears’ that help our hundreds of clients from retail, CPG and foodservice get the insights they need to better manage their businesses. All at a lower cost than traditional methods and much faster as well.”
Jeff Doucette
Since its founding, Field Agent Canada has become a trusted partner to hundreds of brands and retailers, combining technology, scale, and human insight to help businesses make informed decisions in real time.
A Growing Community of Canadian “Agents”
At the heart of Field Agent Canada’s success is its expanding community of app users who conduct microtasks in stores and online. The Field Agent mobile app recently surpassed 320,000 users, forming one of the country’s largest crowdsourced retail networks. These users, or “agents,” complete tasks such as photographing product displays, checking prices, and conducting mystery shops.
Each completed task provides actionable data that helps brands evaluate their execution, measure compliance, and understand consumer sentiment. Agents typically earn between $2 and $20 per task, which can range from simple in-store photos to “buy and try” product evaluations. This unique structure has created both an income opportunity for Canadians and a reliable, on-demand workforce for retailers seeking fast, authentic feedback.
To date, Field Agent Canada has paid out over $13 million to its users, reflecting the continued demand for crowd-powered insights in the retail, CPG, and foodservice industries.
A growing community of Canadian “Agents: – A collage of selfies taken by some of Field Agent’s agents while out in stores completing tasks. Image: Field Agent Canada
Technology-Driven Insights with the Marketplace Platform
In 2025, Field Agent Canada introduced the Field Agent Marketplace, a major milestone in the company’s evolution. The Marketplace allows businesses of all sizes to access retail insights on-demand, eliminating the traditional barriers of cost, time, and complexity often associated with market research.
Through the platform, users can launch store audits, collect shopper opinions, or generate verified product reviews in a matter of minutes. The self-serve interface is designed for speed and accessibility, enabling even small or emerging brands to gain immediate visibility into how their products are performing at retail.
This advancement shows Field Agent Canada’s ongoing commitment to democratizing access to retail intelligence. Whether for a multinational manufacturer or an independent brand, the Marketplace offers a direct line to real-world shopper data and in-store visibility.
Field Agent Marketplace homepage. Image: Field Agent
Supporting Smarter Retail Decisions
Field Agent Canada’s services also include retail audits, execution checks, shopper research, and ratings and reviews programs that connect brands with genuine consumer experiences. Each component is powered by the company’s mobile technology, ensuring speed and accuracy while reducing costs compared to conventional market research methods.
These capabilities enable clients to verify planogram compliance, confirm promotional setups, and identify execution gaps across thousands of retail locations nationwide. By turning every smartphone into a data collection tool, Field Agent Canada empowers companies to see their stores through the eyes of actual shoppers.
The company’s data-driven approach also provides a competitive advantage for brands seeking agility in an era where retail conditions change rapidly. With Field Agent Canada’s insights, decision-makers can respond to real-time challenges, optimize product placement, and enhance customer experience strategies.
Leadership and Operations
Field Agent Canada operates under the leadership of Jeff Doucette, who has overseen the company’s expansion and adaptation to the evolving retail landscape. Supporting him are Brenda Gouin, Director of Strategic Partnerships, and Ralph Chiarot, Director of Business Development; along with the rest of the Field Agent Canada team. Together, the team has built a robust infrastructure for managing nationwide operations while maintaining a human touch in client relationships.
Based in Calgary, the company leverages the powerful mobile app and back end systems developed by Field Agent Inc., which first introduced mobile crowdsourced retail audits in 2010. While Field Agent is global in reach with operations in the US, UK, Australia, Mexico, Spain, Ecuador and South Africa; the Canadian operation has since become a leader in its own right, recognized for its localized expertise and its ability to deliver scalable, cost-effective insights tailored to Canadian market realities.
A Milestone Year for Field Agent Canada
The 14th anniversary marks a year of both reflection and forward momentum for Field Agent Canada. In addition to launching its self-serve Marketplace, the company continues to expand its services into new retail channels and digital touchpoints. Its platform now supports data collection from over 320,000 smartphones, providing valuable analytics that reveal store conditions, promotional execution, and emerging shopper trends.
For many brands, this level of visibility is increasingly vital as they navigate shifting consumer behaviours, inflationary pressures, and supply chain disruptions. Field Agent Canada’s role as a bridge between brands and consumers has positioned it as an indispensable resource for understanding the retail environment in real time.
The long-term small business confidence dropped 3.9 points to 46.3 in October. The 12-month optimism in most sectors and provinces also remains below the breakeven point of 50, said the national organization.
Measured on a scale between 0 and 100, an index below 50 means owners expecting their business’s performance to be weaker over the next three or 12 months outnumber those expecting stronger performance.
Andreea Bourgeois
“Although borrowing costs are easing for some Canadians, high cost of living and economic uncertainty continue to affect how they use their dollars. Small firms have been feeling the impacts of weak demand for their products and services for two years now,” said Andreea Bourgeois, CFIB director of economics.
“For a small business, the loss of even one customer can have a huge impact on the bottom line. As we head into the holiday shopping season, small businesses are hoping for stronger consumer demand to make up for another tough year. CFIB is also calling on the federal government to deliver meaningful cost relief in the November 4 federal budget.”
Inflation indicators are steady, with average price plans sitting unchanged at 2.7% for four consecutive months. Wage plans sat at 2.2% in October, explained the CFIB.
The labour market is slowing down even further, with 19% of small firms looking to lay off staff in the next few months, it added.
Laure-Anna Bomal
“Hiring remains weak, while layoffs stay above average. The softness that we’ve seen in the labour market since mid-2024 continues, and there are no signs of short-term improvement,” said Laure-Anna Bomal, CFIB’s economist.
The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.
Canadian Tire will begin selling the iconic Hudson’s Bay point blankets and continue the program that donates proceeds to Indigenous-led initiatives, marking the first major product launch since acquiring the Hudson’s Bay intellectual property earlier this year.
The retailer announced that it will direct 100 percent of the net proceeds, and at least $1 million annually, to support Oshki Wupoowane | The Blanket Fund, a national initiative administered by the Gord Downie & Chanie Wenjack Fund (DWF). The fund provides grants that empower Indigenous communities through cultural, artistic, and educational projects.
Expanding a Legacy of Reconciliation
The partnership builds on the original initiative launched in 2022 by Hudson’s Bay Company as part of its truth and reconciliation journey. The program was created after consultation with Indigenous organizations and community leaders across Canada. Its aim was to transform the legacy of the Hudson’s Bay point blanket, an enduring national symbol tied to both cultural identity and colonial history, into a source of meaningful action.
Under the new arrangement, Canadian Tire will assume stewardship of the program and guarantee the continuation of its funding. Should annual sales of the blankets fall short of $1 million in net proceeds, the retailer will make up the difference.
“We are exceptionally proud to be the stewards of HBC’s legacy – and as one of the nation’s longest-standing companies, we don’t take the responsibility lightly,” said Greg Hicks, President and CEO of Canadian Tire Corporation, in the announcement.
Continuing the Work of The Blanket Fund
Since its launch, The Blanket Fund has distributed more than $1.1 million in capacity-building grants that help grassroots Indigenous organizations grow sustainably, and $690,000 in reconciliation action grants that support one-time projects connecting Indigenous and non-Indigenous communities through arts, education, and culture.
With the Hudson’s Bay retail operations shuttered earlier this year, the program’s future had been uncertain. The new partnership with Canadian Tire ensures continuity, with a $1 million guaranteed minimum contribution each year, significantly exceeding past annual donations from Hudson’s Bay Foundation.
In consultation with Indigenous communities, DWF developed a participatory granting model that involves applicants directly in the funding selection process, ensuring decisions reflect community priorities.
Hudson’s Bay stripes. Photo: Canadian Tire
The Iconic Hudson’s Bay Blanket Returns to Store Shelves
Canadian Tire confirmed that the Hudson’s Bay point blankets will soon be available in its stores in a limited initial run, with more to follow. For now, the blankets will be sold in-store only, not online.
The blankets will continue to be manufactured by A.W. Hainsworth, a Yorkshire-based mill established in 1783, using the same production methods and wool quality that have defined the product for centuries. The familiar multi-stripe design, introduced in the late 18th century, will return, alongside other historic colour variations.
In a conference call with analysts this summer, Hicks hinted that some Hudson’s Bay-branded products could be on shelves in time for the holidays, with a broader rollout planned for 2026.
A Complex Symbol in Canadian History
The Hudson’s Bay point blanket remains one of the country’s most recognizable consumer goods, woven deeply into the nation’s history. Its origins trace back to the early fur trade era, when the Hudson’s Bay Company used the blankets as currency to trade with Indigenous hunters, guides, and translators. The “points” stitched into the fabric indicated size and value.
While the design came to symbolize comfort and Canadiana, the blankets are also intertwined with the company’s colonial history. They evoke a period when trade and settlement expanded across Indigenous lands under the 1670 Royal Charter of King Charles II, which granted Hudson’s Bay a monopoly over vast territories encompassing much of modern Canada.
For many, the repurposing of the blanket’s profits into reconciliation efforts marks a small but symbolic act of repair.
Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
From Heritage to Hope: A New Chapter for the Stripes
Canadian Tire’s acquisition of Hudson’s Bay Company’s intellectual property, including the distinctive four-stripe motif, was finalized earlier this year for $30 million following the retailer’s bankruptcy proceedings. The move ensures that the Hudson’s Bay legacy will live on through select products, though under new corporate stewardship.
For Canadian Tire, this represents both a commercial and cultural responsibility. As Hicks noted, the company views itself as a caretaker of one of the country’s most storied brands, and intends to ensure that its future aligns with modern Canadian values.
By pledging sustained funding to Indigenous-led initiatives, the company is signaling an ongoing commitment to reconciliation while also preserving an artifact of Canadian retail history.
Nike flagship at CF Toronto Eaton Centre. Photo supplied
Nike has opened its new Canadian flagship at CF Toronto Eaton Centre in downtown Toronto, marking a milestone in the brand’s ongoing retail buildout across the country. The two-level store spans approximately 21,000 square feet and introduces a full expression of the brand’s sport-first merchandising, digital storytelling, and in-store services. Operated in Canada by Fox Group, Nike’s local licensee, the flagship occupies part of the former Nordstrom space within the shopping centre and arrives alongside recent and forthcoming tenants that signal a broader repositioning of the complex. The opening strengthens Nike’s visibility in the heart of Canada’s largest city and underscores a national strategy that includes multiple large-format stores and an ambitious rollout of new locations.
The new store anchors a high-traffic corridor in CF Toronto Eaton Centre with entrances that reinforce its role as a central destination. One entry fronts a main interior hallway, while another faces the new Eataly-occupied corridor that leads toward La Maison Simons. The location will help Nike capture the steady flow of local shoppers, office workers, students, and tourists that move through the centre every day. The brand’s decision to invest at this address reflects the ongoing resurgence of downtown retail and the draw of a mall that benefits from direct connections to the TTC network and the PATH system.
Inside, the flagship presents a clean, sport-driven layout with extensive digital surfaces that animate seasonal stories and guide the journey from one category to the next. A two-level digital atrium brings the height of the space to life, and the central staircase acts as an architectural anchor that connects floors and frames one of the store’s signature services. The main level is dedicated to women, while the upper level houses men and kids, with the entire offer organized around performance sport and the lifestyle moments that flow from it.
Main floor of the Nike flagship at CF Toronto Eaton Centre. Photo supplied
Women Lead on the Ground Floor, With Running at the Core
Nike has placed women at the front of the experience by dedicating the ground floor to women’s performance and lifestyle collections. A running presentation sets the tone for the store, with clear signposting that helps shoppers navigate cushioning, stability, and responsiveness across footwear families. A streamlined “power of choice” framework simplifies selection by clustering models into entry, icon, plus and premium tiers, which makes it easier to match need, fit, and budget. The approach reduces decision fatigue, gives context to step-up features, and supports self-serve shopping for customers who arrive with a goal and want to move with purpose.
Apparel assortments round out the floor with focused capsules that reflect how people actually train and live. Race Day pieces prioritize light, minimal distractions for speed work and events. The Swift running collection covers daily miles and recovery sessions with dependable staples. The 24/7 line bridges gym, commute, and casual wear, emphasizing performance fabrics that can live comfortably through an entire day. Bra and legging presentations call out support levels and technology in straightforward language, while sustainability touchpoints, including materials programs like Nike Grind, acknowledge growing consumer interest in recycled content and circularity.
Nike flagship at CF Toronto Eaton Centre. Photo supplied
Upstairs, a Complete Men’s and Kids’ Offer, From Training to Lifestyle
The second level expands the range with men’s and kids’ categories that mirror the store’s sport-to-style cadence. Training apparel and footwear are organized around practical performance needs, from hybrid sessions to gym-focused strength work. On-court basketball sits alongside lifestyle propositions from Michael Jordan, with colour stories and materials that nod to heritage while meeting modern fit expectations. Technical fleece and winterised layers recognize the Canadian climate, bringing warmth and versatility to collections that still look sharp in daily wear.
Kids receive a dedicated browse that scales technology, comfort, and durability down to smaller sizes while keeping the energy of the brand intact. The layout deliberately keeps families in flow, allowing parents to shop for themselves while keeping an eye on younger companions. Signage is readable at a glance, benches are placed where they are most useful, and footwear walls mix bold presentation with practical information.
Men’s footwear wall at the Nike flagship at CF Toronto Eaton Centre. Photo supplied
Digital Storytelling and Service at the Centre of the Experience
Screens and interactive surfaces are used to explain footwear ingredients, highlight seasonal collections, and connect in-store moments with the broader brand ecosystem. The digital footwear wall upstairs is designed to be both aspirational and practical, allowing visitors to match silhouettes to functions, then learn about the cushioning systems, plates, and uppers that define ride and feel. In a busy downtown mall, that clarity matters. It helps the enthusiast compare models precisely while ensuring a casual shopper can still make a confident decision.
The store’s service proposition is anchored by Nike by You, introduced here as the brand’s first and only in-store customization program of its kind in Canada. Located beneath the central staircase on the main floor, Nike by You invites customers to personalize items such as T-shirts, hoodies, and select footwear with graphics, patches, and city-specific motifs. The studio is set up for speed, with a counter workflow that guides selection and pressing, and a rotating library of designs that includes Toronto references and seasonally refreshed athlete stories. The offer creates a sense of occasion for locals and visitors alike, and it gives the flagship a capability that rewards repeat trips.
Nike by You on the main level of the Nike flagship at CF Toronto Eaton Centre. Photo supplied
Performance Innovation Explained Without the Jargon
One of the challenges for any performance retailer is translating technology into benefits that matter on the run, in the gym, or on the court. The CF Toronto Eaton Centre flagship solves for this through presentation and pacing. Race-day shoes are displayed with concise notes about foam responsiveness, plate function, and upper materials, while daily trainers point out stability features and cushioning that help with long shifts on foot or urban walking in all weather. Basketball models emphasize traction and support, training shoes communicate why a stiffer platform resists torsion under load, and hybrid options make clear when limited-distance running fits into a weekly routine.
This is technology storytelling with a purpose. It respects the enthusiast who wants to compare details, and it supports the time-pressed shopper who needs a reliable everyday solution. The result is a store that takes performance seriously while acknowledging that many customers will move fluidly between sport, commute, and social settings in a single day.
Men’s apparel on the second floor in the Nike flagship at CF Toronto Eaton Centre. Photo supplied
From Nordstrom’s Exit to a New Retail Chapter
The arrival of Nike’s CF Toronto Eaton Centre flagship is part of the ongoing transformation of the space once anchored by Nordstrom, which exited Canada in 2023 and vacated all stores. The former department store floors are being reimagined by Cadillac Fairview as a series of high-profile destinations. La Maison Simons made its downtown Toronto debut in the complex last month, while Eataly is preparing to open a 25,000 square foot marketplace in November. Taken together, these additions are redefining the upper levels of the mall as a sequence of distinctive experiences that draw repeat traffic and encourage longer visits.
Nike’s decision to situate its flagship within this cluster brings a complementary sport and lifestyle proposition to the mix. The proximity to Simons and the path to Eataly creates natural cross-shopping, while the visibility of the digital atrium and entrance placements ensures the store acts as a beacon from multiple sightlines within the mall. The overall effect is a more diversified, more resilient retail ecosystem.
Unisex kid’s department on the second floor of the Nike flagship at CF Toronto Eaton Centre. Photo supplied
A National Strategy Led by Fox Group
The Fox Group operates Nike’s mono-brand stores in Canada and has been central to the brand’s rapid local expansion. The company brought a new generation of large-format Nike stores to the country beginning with the Yorkdale location in the summer of 2021, followed by additional rollouts that have broadened the brand’s reach across major markets. The West Edmonton Mall location, a single-level giant at roughly 28,000 square feet, remains the largest Nike store in Canada and demonstrates how scale can be leveraged to create immersive category depth. In Toronto, the brand added a significant anBloor Street presence at One Bloor East in late November 2024, creating a midtown address that caters to a different shopper rhythm than downtown.
The opening at CF Toronto Eaton Centre extends that strategy with a flagship that benefits from unparalleled pedestrian traffic and transit connectivity. It also signals how Fox Group and the brand are advancing a consistent visual language across stores, with digital elements and service points.
Women’s shoes on the main level of the Nike flagship at CF Toronto Eaton Centre. Photo supplied
Inside Nike’s “25 and 25” Expansion
Nike Canada’s “25 and 25” initiative was conceived as a concentrated, one-year retail buildout designed to expand access and consistency across key Canadian markets. The program set a clear target of 25 partner-operated openings in fiscal 2025 and delivered on that ambition, bringing the total store count to 56 nationwide by August 2025. It was framed internally as a defining move that would tighten the link between brand storytelling and local retail execution, with each opening positioned to serve both performance sport and day-to-day wear.
Execution was centralized through Nike’s Store Partners team. The mandate was to uphold a premium, repeatable standard in design and service while allowing stores to reflect the communities they serve. That balance is visible in category emphasis, seasonal storytelling, and the rotation of city-relevant moments that keep assortments fresh for returning customers. The approach also relied on disciplined project management so that openings landed cleanly, with trained teams in place and the in-store journey flowing from clear wayfinding to concise technology explanations.
Geographically, the rollout concentrated on Ontario, British Columbia, and Quebec, strengthening coverage in major urban centres where sport and lifestyle intersect most visibly. Those markets provided the density and commuter patterns needed for frequent visits, while also offering neighbourhoods where tailored assortments and community-oriented programming resonate. The flagship layer at CF Toronto Eaton Centre sits above that network, giving the brand a central stage for bigger stories and services while the wider fleet handles everyday demand.
By aligning a rapid cadence of openings with a tightly managed standard for in-store execution, the “25 and 25” initiative helped entrench Nike’s leadership in Canadian activewear retail. It also laid groundwork for future growth, giving the brand more places to meet customers where they are and more opportunities to connect national storytelling to local communities.
Retail fundamentals in Calgary remain steady, with demand anchored by population growth, evolving consumer preferences, and strategic mixed-use development, said the report.
Key trends from the report:
Calgary’s economy remains resilient amid national economic headwinds, supported by a strong labour market, sustained population growth, and continued strength in the energy sector. In the retail sector, demand remains healthy, with grocery-anchored and service-based retailers performing well. New developments are limited, leading to tighter availabilities in desirable nodes, while evolving consumer preferences continue to drive demand for experiential and convenience-based retail formats;
The rollout of federal–provincial childcare funding has provided relief of up to $30,000 for childcare programs through federal grants; however, it has fueled quick absorption of the available commercial real estate suitable for conversion. Market dynamics have shifted: there is a growing prevalence of non-profit and preschool-only operators over traditional full-day, forprofit models—especially those requiring outdoor space. From a leasing standpoint, inquiries and leads from traditional childcare tenants have noticeably declined due to provincial grant caps;
Recent enforcement trends by the Competition Bureau have placed increased scrutiny on exclusivity clauses and restrictive covenants in retail leases. These provisions are now considered presumptively anticompetitive, particularly when they involve broad geographic scope, indefinite terms, or protections favoring dominant tenants—conditions that may substantially lessen competition in local markets. While grocery anchors have been the primary focus, these guidelines apply across all retail sectors, signaling a broader shift in regulatory oversight impacting property controls and leasing strategies.
CF Chinook Centre. Photo: Mario Toneguzzi
“Overall, retail remains a top asset for investment and its potential for rents and scalability. As population and markets continue to grow, the need for essential retail and leisure will follow,” said Avison Young.
“From its highest point in 2020 – due to the pandemic – vacancy has largely recovered and is steadily increasing as more retail space comes online. Inventory is expected to grow in the coming few years with several large-scale projects under development. Transportation and ease of access is expected to remain a key tenet for retail expansion.”
As of mid-2025, Calgary had 64,218 thousand square feet of retail space under construction. The total retail inventory is projected to grow by nearly 0.15% by year-end, driven by the delivery of new community retail hubs and mixed-use developments, noted the report.
“While retail rents in Calgary have been trending upward, the city has also transitioned to a premium market, above the national average. This shift reflects the market’s efforts to deliver new product over the past few years alongside steady business growth. With significant highquality inventory slated for delivery, rents are expected to continue rising in line with ongoing economic momentum and tenant demand,” it said.
