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Volvo Won’t Start? Common Causes, Troubleshooting Tips, and DIY Fixes

Think of your Volvo like a finely-tuned orchestra. When it refuses to start, it’s often a single instrument out of tune. Your job is to find that one note—be it a dead battery, a faulty sensor, or a wiring hiccup—and set it right. And, you’re going to need a good Volvo repair manual (like Factory Manuals or Volvo’s official repair guides). They’ll tell you how to test the starter, check the fuse box, and scan for error codes—your secret weapons. And keep in mind that a simple diagnostic scanner can reveal stored trouble codes—sometimes the ECU already whispers the answer.

Crank-No-Start vs. No-Crank

Understanding this difference is crucial because it points you toward different causes—and saves you from chasing ghosts and complaining about your car mechanic’s work.

  • Crank-No-Start—The engine turns over (the crankshaft spins), but the car refuses to ignite or run.
  • No-Crank—The engine doesn’t turn over at all, no matter how many times you turn the key.

Crank-No-Start

Symptoms

  • You turn the key, hear the engine cranking (a rapid, consistent spinning), but the engine doesn’t catch or run.
  • Sometimes, you might notice the starter motor whirling but no ignition.

Common causes

  1. Fuel issues—No fuel or fuel pump failure—no fuel delivery, therefore, no fire.
  1. Ignition system problems—Faulty spark plugs, ignition coils, or crankshaft position sensors.
  1. Sensor glitches—Modern Volvos rely on sensors to tell the engine when to fire, so a bad sensor can prevent ignition.
  1. Immobilizer or security system lockout—If the car thinks it’s under threat (e.g., wrong key), it might crank but not start.
  1. ECU glitches—Electronic control units can sometimes throw a wrench into the works—rebooting might help.

What do you need to pay attention to:

  • без прапорцяStrange noises—Clicking sounds during startup might indicate a weak battery or starter issues.
  • без прапорцяDashboard lights—A flashing or unresponsive immobilizer light is a red flag.
  • без прапорцяFuel smell or no fuel gauge indication—Could be fuel pump or sensor.

No-Crank

Symptoms

  • The key turns, but the engine doesn’t move. No noise, no clicking, just silence.
  • Sometimes you get a “click, click, click” but no engine turn-over.

Common causes

  1. Dead or weak battery—The most common culprit—if the battery’s dead, no power to starter.
  1. Bad starter motor or solenoid—The starter isn’t getting the message or is physically faulty.
  1. Ignition switch failure—The switch that sends power to the starter could be broken.
  1. Broken or corroded wiring—Loose or corroded connections prevent the current flow.
  1. Faulty neutral safety switch or clutch switch—If the car thinks it’s in gear or clutch not pressed, it won’t start.

What to pay attention to if these happens

  • без прапорцяClicking noise—Usually a sign that the starter solenoid is trying to work but can’t turn the engine.
  • без прапорцяDashboard lights—Bright lights indicate power; dim or absent lights point to battery or electrical issues.

Imagine your Volvo as a high-performance chess game—every piece (battery, sensors, wiring, ECU) has to be in perfect harmony. When it stalls, it’s often a “weak link.” Therefore, always start with the basics—check the battery voltage (a healthy battery should be around 12.6V). 

  • If the battery’s weak, jump-start or replace it.
  • If the battery’s good but the engine won’t turn, inspect the starter motor and solenoid.
  • If the engine turns but doesn’t start, look into fuel delivery and sensor signals.

Replacing Your Volvo’s Battery 

Let’s start with the battery—your car’s heart, but also its most misunderstood.

When you’re thinking about swapping it out, safety first—because a dead or weak battery can be a sneaky troublemaker, but a spark or short circuit can turn your garage into a fireworks show. 

Precautions (!) when changing the battery:

  • Wear gloves and eye protection. Batteries contain sulfuric acid and produce hydrogen gas—both hazardous. Think of it as a mini chemical experiment—safety gear is your best friend.
  • Turn off all electrical accessories and remove keys. You don’t want any electrical surprise-surprise.
  • Disconnect the negative terminal first. This minimizes the risk of short circuits—like removing the negative pole from a high-voltage battery before doing anything else.
  • Disconnect the positive terminal second (!). Same safety rule, but in reverse order. Pay attention!
  • Handle the battery carefully—It’s heavy and fragile. Avoid dropping it or tilting it excessively—think of it as a precious gemstone.

Starter Motor and Solenoid Test

In car maintenance, how will I know if it’s the solenoid or the starter? 

  1. Listen for a click when turning the key—If you hear a single, solid click, it often points to a faulty solenoid or a weak battery.

If you hear rapid clicking — a series of quick clicks — it’s usually the starter motor struggling or the solenoid failing to engage properly.

  1. Check the dashboard lights—Bright, consistent lights suggest enough power; dim or flickering lights might mean a weak battery or bad connection.
  1. Try a simple test—Jump-start the car with jumper cables and a known good battery—if it starts, your battery was likely the culprit. If not, then it’s probably the starter or wiring.

No need to get your nose close. Use a voltmeter or multimeter (your new best friends). Then check the battery voltage—around 12.6V when off, above 13V when running (with engine on). And, while testing the starter, measure voltage at the terminal when you turn the key—if voltage drops significantly, the issue might be in the wiring or solenoid.

Do you need special equipment here? If you have a multimeter, you’re golden. No fancy diagnostic tools needed initially—just basic electrical detective work. If things get deeper, then maybe a scanner or a test light.

Fuel Delivery—Where to Start?

Think of the fuel system as a relay race; if one runner drops the baton, the whole team stalls. Here you need to start with the basics. First, check for fuel pressure at the rail—this can sometimes be done with a simple pressure tester if you’re comfortable.

Then listen for the fuel pump priming sound when turning the key to “On”—a faint whirring from the tank indicates the pump is working. And if no sound even then, check the fuse and relay—these are easy to access and replace. 

Following the chain farther. If fuel isn’t reaching the engine, the fuel filter might be clogged—consider replacing it if it’s old. Also, the fuel pump might be dead or dying—testing fuel pressure will tell you more about it. No sweat this far!

Your Garage DIY Mission

Start with basic electrical tests—battery voltage, jumper start, listening for fuel pump sounds. OBDII is your wizard’s wand—plug in, scan for error codes, and it will whisper secrets about malfunctioning sensors or misfires. First, those sensor signals are read via the scanner, and then the manual helps you interpret the data after—almost like a detective decoding clues.

Only using the OBDII diagnostics will help you to uncover hidden codes already—these are like secret messages from your car’s brain.

Tools Beyond the Basics: The Secret Arsenal

Apart from your trusty wrench set and OBDII scanner, consider these for your garage toolkit:

  • без прапорцяMultimeter—Essential for testing voltage, resistance, and continuity—your electrical detective’s magnifying glass.
  • без прапорцяTest Light—A simple tool to quickly check power at switches or fuses.
  • без прапорцяBattery Load Tester—To assess if your battery truly holds charge under load.
  • без прапорцяWire Strippers and Crimpers—For any wiring repairs or custom connections.
  • без прапорцяBasic Soldering Kit—For fixing or upgrading wiring connections.
  • без прапорцяElectrical Contact Cleaner—To ensure good connections free of grime and corrosion.
  • без прапорцяDigital Camera or Smartphone—To document wiring and repairs—helpful if you need to revisit your work or share with online communities.

Cleaning Corroded Grounds: The Art of Safe Preservation

Corrosion on ground terminals is like a bad relationship—unhealthy, but fixable with the right approach. Here are the main methods, from gentle to more involved.

  1. Simple Baking Soda & Water Paste
  • Mix baking soda with water to form a paste.
  • Use an old toothbrush or a wire brush to scrub the corrosion gently.
  • Rinse with water afterward, then dry thoroughly.

Why it’s safe: Baking soda neutralizes acid corrosion, and no harsh chemicals are involved.

Pro tip: Apply some dielectric grease afterward to prevent future corrosion.

  1. Vinegar Soak (for stubborn corrosion)
  • Soak the terminal in white vinegar for a few minutes.
  • Scrub with a brush again.
  • Rinse with water, dry thoroughly, and apply grease.

Note: Vinegar is mildly acidic but safe if used carefully; avoid prolonged soaking to prevent damage.

  1. Commercial Corrosion Cleaners
  • Use a product specially formulated for automotive terminals—like a corrosion remover spray.
  • Follow the instructions carefully—usually spraying and wiping or scrubbing.

Safety tip for you: Wear gloves and eye protection, and work in a well-ventilated area.

  1. Electrochemical Cleaning (more advanced)
  • For very stubborn corrosion, some enthusiasts set up a simple electrolysis cell with a power supply, washing soda, and a sacrificial piece of metal. This method is more involved and should be approached with caution—and proper knowledge.

Always (!) disconnect the battery before working on grounds—safety first, like a good engineer’s mantra.

Reprogramming Your Key Fob: Is it DIY or a ‘Special Forces’ Mission?

Reprogramming depends heavily on the vehicle model and year. Some Volvos allow DIY reprogramming, while others require dealer tools or access to special software.

General Approach

  1. Check your manual or online forums for your specific model—some Volvo key fobs can be reprogrammed by following a sequence of steps (turning the ignition, pressing buttons, etc.).
  1. If your car’s immobilizer is the issue:
  • Sometimes, disconnecting the battery for a few minutes resets the system.
  • Reprogramming the key fob often involves pressing a sequence of buttons with the ignition in specific positions—these are documented in community forums or repair manuals.
  1. When to call a pro

If the key fob’s transponder chip is damaged or the immobilizer ECU needs reprogramming via dealer tools, it’s best to trust the professionals—sometimes, it’s a matter of the car’s secret handshake.

Red Flags: When to Wave the White Flag and Call a Pro

  • Persistent electrical faults that throw error codes related to the ECM (Engine Control Module) or TCM (Transmission Control Module)—especially if multiple systems are affected.
  • Intermittent starting issues that don’t respond to simple fixes.
  • Complex wiring issues or ECU faults—Signs include erratic dashboard behavior, unexplained error messages, or if the car’s systems seem “confused”—like a disco with a broken DJ.
  • Repeated failures after basic troubleshooting—If replacing batteries, fuses, or sensors doesn’t fix the problem, it might be time for the specialists.

Think of each fix as a small victory—a step closer to mastering your car’s secret language. Yet, sometimes the smartest move is knowing when to call in the pros, but there’s immense satisfaction in trying, learning, and discovering along the way.

Keep safety gear on, and never rush—your curiosity and careful approach will turn this challenge into an adventure.

SHEIN opening a three-floor pop-up in Montreal

Photo: SHEIN
Photo: SHEIN

This summer, global fashion destination SHEIN is bringing its world to life in Montreal with an immersive, three-storey pop-up experience:

The SHEIN MTL Edit opens to the public on July 30 with two special weekend activations.

“Curated with Quebec shoppers in mind, the concept reflects SHEIN’s evolution from a fashion-first brand to a complete lifestyle destination. Visitors will be able to explore SHEIN’s multi-category offerings, from women’s and men’s fashion to home, beauty, accessories, and more – all under one roof. As with all Canadian SHEIN pop-ups, the Montreal edition will feature creative nods to the local market, with experiences and visual storytelling inspired by the city’s culture and style,” said the retailer.

Photo: SHEIN
Photo: SHEIN

SHEIN said the pop-up will also feature the largest selection of SHEIN’s premium Trend Stores ever showcased in Quebec, giving guests a chance to explore a range of curated sub-brands, including:

  • MOTF – elevated, tailored wardrobe staples crafted with premium fabrics and timeless design
  • MUSERA – bold, expressive womenswear perfect for concerts, festivals, and making a statement
  • SUMWON – versatile and on-trend menswear essentials for everyday style
  • GLOWMODE – performance activewear made with ultra-soft, butter-like fabrics that move with you
  • SHEGLAM – high-performance beauty and skincare at accessible prices, now available at select Sephora locations in the Middle East
  • JOIVIDA and Cirelle – thoughtfully designed home collections blending function with modern aesthetics

The pop-up will be at 1420-1422 Stanley, opening across two weekends, Wed.July 30 – Sun.Aug 3 and Fri. Aug 8 – Sun. Aug 10, from 10 am – 9 pm all days except Sunday (11 am – 8 pm)

For the first time ever, SHEIN recently brought its viral fashion and lifestyle experience to Calgary with two immersive pop-ups at CrossIron Mills from July 2 to 13, during the Calgary Stampede.

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Mary Brown’s Chicken celebrates Canadian farming roots through local partnerships (Video)

Mary Brown’s Chicken, Canada’s largest Canadian-owned and operated quick-service chicken restaurant franchise, is deepening its celebration of Canadian heritage by shining a spotlight on the local farmers who grow the ingredients that define the brand’s beloved comfort food.

From the rich soil of Prince Edward Island to the expansive fields of the Prairies, the company said it is proud to partner with Canadian farmers who provide the core ingredients behind its famous meals, namely 100% Canadian-raised chicken and farm-fresh potatoes.

“We take pride in the standards we uphold,” said Marvin Patience, a chicken farmer based in Oxford County, Ontario. “We follow rigorous guidelines prioritizing animal welfare, sustainability, and quality. It’s reassuring to know that Mary Brown’s Chicken values that too.”

The commitment to Canadian-sourced ingredients goes beyond poultry. Potatoes served at the brand’s locations are sourced exclusively from Canadian farmers, said the brand.

“For me, it’s not just about growing potatoes. It’s about feeding Canadians with food that’s grown right here at home,” said Jamie Thompson, a potato farmer in Victoria, PEI who has worked with Mary Brown’s Chicken for over 17 years. “Knowing our crops end up on the plates of Canadians across the country means a lot.”

Founded in Newfoundland and proudly 100% Canadian-owned, the company has built its reputation on quality, community, and staying true to its roots. By working directly with Canadian farmers, the brand ensures its food tastes great and supports local economies and farming traditions across the country, it said.

Greg Roberts
Greg Roberts

“We’ve always taken great pride in our Canadian roots and the strong relationships we’ve built with farmers across the country,” says Greg Roberts, Owner of Mary Brown’s Chicken.

“We’re excited to shine a light on these connections and share the stories of the incredible families who help bring Mary Brown’s Chicken’s ‘Made Fresh From Scratch’ promise to life. These conversations were honest, heartfelt and deeply inspiring. We are looking forward to continuing to share more stories like these.”

Through its ongoing partnerships with Canadian farmers, it said it continues to prioritize freshness, quality, and Canadian pride in every meal it serves.

Mary Brown’s Chicken has over 280 locations across Canada and is growing. It was first established in St. John’s Newfoundland in 1969. 

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Birks Acquires European Boutique to Expand in Toronto

Photo: European Boutique

Birks Group, the Montreal-based luxury jeweller with a deep national footprint, has completed the acquisition of Toronto’s European Boutique in a strategic move that strengthens its retail presence in Canada’s largest market. The $9-million transaction includes four premium mall-based locations, three mono-brand boutiques, a growing e-commerce business, and the rights to operate the Diamonds Direct brand in Canada.

President and CEO of Birks Group, Jean-Christophe Bédos, described the deal as “a long time in the making,” adding that the acquisition stemmed from a shared vision and values between the two businesses. “It took long. This acquisition took a long time,” said Bédos in an interview with Retail Insider. Owner Eric Sutkiewicz decided he wanted to retire. That was the trigger. Then we had to learn about each other and build trust.”

Strategic Growth in the GTA

The acquisition sees Birks gain immediate access to four of the most productive shopping centres in the Greater Toronto Area: Yorkdale Shopping Centre, CF Sherway Gardens, CF Toronto Eaton Centre, and Square One in Mississauga. All four locations are home to European Boutique’s well-established luxury watch and jewellery storefronts, with Yorkdale also hosting mono-brand boutiques for Omega and Breitling.

Image: Jean-Christophe Bédos

“This is ideal for us,” said Bédos. “Toronto is the number one market in Canada for our business. By adding four stores and several mono-brand boutiques, we’re expanding our reach significantly.”

European Boutique also brings integrated storefronts for brands like Montblanc, TAG Heuer, Gucci, and Diamonds Direct. These shop-in-shop concepts have allowed the retailer to build a strong reputation among luxury watch and jewellery enthusiasts. “The European clients are loyal to European. So, we don’t feel an urge to change the name above the door,” Bédos explained. “We want to honour that relationship.”

Diamonds Direct Licensing Agreement

A notable component of the acquisition is Birks Group’s new licensing agreement to operate the Diamonds Direct brand in Canada. The Sutkiewicz family introduced Diamonds Direct to the GTA market through European Boutique stores beginning in 2021, offering both natural and lab-grown diamonds under a radically transparent pricing model.

“It’s their brand,” said Bédos. “We signed a licensing agreement to distribute Diamonds Direct, and for now, that will stay within European stores. Over time, we’ll learn about the brand and its customer base to determine expansion opportunities.”

Diamonds Direct showrooms are currently located inside each of European Boutique’s four GTA stores, offering a dedicated, immersive retail experience. The brand emphasizes industry-insider pricing, fair margins, and a modern customer journey. Bédos noted that while no immediate changes are planned, Birks will observe and evaluate opportunities for wider national growth.

CF Toronto Eaton Centre. Photo: European Boutique

Respecting Heritage, Planning for the Future

Founded nearly 50 years ago, European Boutique has remained a family business, led by Eric Sutkiewicz and later his children, Jordan Sutkiewicz and Michelle Ceresney. As part of the transition, both Jordan and Michelle will remain with the company for a period of time in consulting roles to ensure continuity.

“They’ll help us with the integration,” Bédos said. “After that, they’ll decide what they want to do, and we respect their wishes.”

The transition will prioritize maintaining customer experience and team morale. “We’re not here to revolutionize and dictate,” said Bédos. “Too many acquisitions fail because someone comes in thinking they’re better or stronger. That’s not our approach. We want to learn and integrate organically.”

European’s retail teams will remain in place during the transition period. The goal, Bédos explained, is for customers to continue shopping without disruption while Birks quietly strengthens operations in the background.

Enhanced E-Commerce Reach

Birks also plans to integrate European Boutique’s online presence into its robust national e-commerce platform. Currently operating at European.ca, the site will benefit from Birks’ digital infrastructure and customer service resources.

“We probably have the strongest e-commerce platform in Canada in our industry,” Bédos said. “European will benefit from our reach, and we’ll integrate their website into our own.”

This digital integration aligns with Birks’ omnichannel strategy, expanding both companies’ ability to serve luxury customers across Canada through online and in-store channels.

Rendering of Diamonds Direct storefront. Rendering: Diamonds Direct

Return to Square One and CF Toronto Eaton Centre

Birks Group had previously exited some of the mall locations now regained through this acquisition. The return to Square One and CF Toronto Eaton Centre is a strategic re-entry into high-traffic environments with proven demand for luxury goods.

“These are strong malls,” said Bédos. “The Yorkdale store is a fabulous location, and we can live with a European Boutique and a Birks store operating nearby. It’s about market share and footprint.”

At Square One, European Boutique underwent significant renovations in 2021–2022 to create dedicated storefronts for Breitling and TAG Heuer. Similarly, the CF Toronto Eaton Centre location was overhauled in 2018, adding boutique spaces for Breitling, Montblanc, and Zenith. These updated formats, with gold fixtures, marble floors, and bold brand facades, align well with Birks’ premium positioning.

Recent Expansion Activity by Birks

The acquisition of European Boutique follows other recent expansion moves by Birks Group, including the 2023 acquisition of TimeVallée Canada and the continued rollout of mono-brand boutiques for Graff, Patek Philippe, and Breitling in key Canadian cities. In addition, the Brinkhaus banner continues to operate under Birks ownership in Calgary, and a new flagship is planned for the much-anticipated Oakridge redevelopment in Vancouver.

The Bloor-Yorkville Birks was slated for closure in early 2025, and things have since changed. The Birks store at 55 Bloor Street West in Toronto’s Manulife Centre remains open after some uncertainty in recent months. “Our landlord seems happy to have us there,” he said. “There’s no plan to close yet.”

European Boutique at CF Sherway Gardens in Toronto. Photo supplied.

Financial Terms and Strategic Positioning

To finance the European Boutique acquisition, Birks secured a $13.5 million incremental term loan from long-time lender SLR Credit Solutions. An additional $3.75 million loan was obtained from Mangrove Holding S.A., a controlling shareholder. These funds will support both the purchase and ongoing working capital needs.

Rebecca Tarby, Senior Managing Director at SLR, commented in the press release: “Birks Group and SLR have enjoyed a long-term business relationship for over 15 years, and we are pleased to support Birks Group’s continued growth and success.”

This acquisition solidifies Birks’ dominance in Canadian luxury jewellery retail and also sends a message to other independent retailers considering succession. “We want to make people feel comfortable that they have a home should they decide to retire and sell,” said Bédos. “It’s an anxiety for independent retailers. Birks can be a good home for their story.”

Outlook for Further Expansion

While Bédos declined to speculate on future acquisitions due to the company’s public listing, he noted that the door remains open. “You never know,” he said. “There are great independent retailers out there. And we’ve shown we can be respectful stewards of those businesses.”

With the acquisition of European Boutique now complete, Birks has strengthened its position in the critical Greater Toronto Area, enhanced its multi-brand and mono-brand offerings, and expanded its digital and omnichannel capabilities. As Bédos put it: “It’s all about being client-focused.”

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Alimentation Couche-Tard announces withdrawal of proposal to acquire 7-Eleven brand

Photo: Couche-Tard

Alimentation Couche-Tard announced Thursday that it has withdrawn its proposal to acquire Seven & i Holdings Co., Ltd. “due to a lack of constructive engagement by Seven & i.”

Couche-Tard sent the following letter to the Board of Directors:

July 16, 2025

Board of Directors
Seven & i Holdings Co., Ltd.
8-8, Nibancho, Chiyoda-ku, Tokyo 102-8452, Japan

Members of the Board of Directors:

We continue to believe that a combination of Seven & i Holdings (“7&i”) and Alimentation Couche-Tard (“ACT”) would create a global leader in convenience with the ability to better serve our stakeholders, grow the 7-Eleven brand and generate value for our respective shareholders.

As you know, earlier this year we submitted a proposal of ¥2,600 per ordinary share in cash, representing a 47.6% premium to your unaffected stock price. We have, for some time, tried to engage with your Special Committee on this proposal through constructive, friendly discussions in which we have clearly demonstrated that our proposal is fully financed and that there is a clear path to gaining regulatory approvals. We have repeatedly sought a friendly dialogue with the Ito family but they have not been open to any conversation. We also stated that there may be an opportunity to enhance the economic terms of our proposal if we are afforded access to additional diligence information.

We have been very patient and respectful throughout this process, beginning with our meeting on July 23, 2024. Following our meeting in Tokyo with Hachiuma-san and Yonamine-san on April 18, 2025, we entered into a non-disclosure agreement containing customary standstill provisions, in the belief that 7&i would engage constructively with us to determine whether a transaction could be agreed.

Since entering into the NDA, there has been no sincere or constructive engagement from 7&i that would facilitate the advancement of any proposal, contrary to comments made publicly by 7&i representatives, including in the July 11, 2025 earnings call in which 7&i noted it is “seriously” considering our proposal. As discussed below in detail, the quantity and substance of the permitted due diligence, including at two tightly constrained management meetings, have been negligible. Rather, you have engaged in a calculated campaign of obfuscation and delay, to the great detriment of 7&i and its shareholders. We believe this approach reinforces our concerns about your approach to governance. Based on this persistent lack of good faith engagement, we are withdrawing our proposal. 

Due Diligence

At our April 18, 2025 meeting in Tokyo, we provided a very targeted list of high priority commercial due diligence items that could form the basis for an improved proposal. On May 9, 2025, your advisors opened a data room that contained very limited information on SEI and information largely of a confirmatory nature on the operations in Japan. We provided a further streamlined diligence list on May 22, 2025, focusing on the most critical items that we would need.

On June 25, 2025, we received an updated document from your advisors which contained no new information and continued to refer us to statutory filings. At this point, we had no visibility into whether or when we might receive any further information. In 10 weeks of diligence, just 14 total files relating to the U.S. business were provided, and none of our critical questions were answered.

As with any transaction of this nature, we recognize there are significant commercial sensitivities around certain information and we have sought to work collaboratively to address these as we have successfully done in 75 deals across 20 years, but this has not been reciprocated.

Management Meetings

We had also agreed that there would be engagement with business leaders across the 7&i organization. There have been, we acknowledge, two meetings, one in Dallas and one in Tokyo. At the Dallas meeting, the CEO, Mr. DePinto, did not attend and the President, Mr. Reynolds, only attended after we insisted that top executives be present. The content of the meeting was, as your advisor characterized it, a “readout”. We appreciated the constructive approach that some members of the 7-Eleven team took but ultimately these discussions revealed little new information. For example, when one 7-Eleven executive attempted to thoughtfully address a question related to international licensees (which had no implications for U.S. regulatory considerations), he was interrupted and rebuked by Mr. Dacus who pointed to his head as if to remind his colleague to “think”. Mr. Dacus also declared in the meeting that the discussion was a management presentation and “not due diligence” and thus many questions would be deferred. As described above, we have not received any answers to those questions.

Our experience in Tokyo was similar. Our meeting, which lasted for approximately half the allotted time, was tightly scripted. Even though we do not currently operate in the Japanese market, the management team was not willing to address basic questions about industry dynamics in the country.

U.S. Regulatory Approval and Regulatory Process

You have been very clear about your concerns regarding the U.S. regulatory process. In our initial proposal on July 25, 2024, and thereafter, we have acknowledged that regulatory approvals would be needed across several jurisdictions. We continue to believe that there is a clear path to U.S. regulatory approval. On December 27, 2024, we provided a term sheet with firm and specific proposals to 7&i with respect to the number of stores to be divested and a compelling reverse termination fee which represented approximately $1.2 billion in value, increasing to over $1.4 billion if the FTC indicated that additional stores would need to be divested and ACT was unwilling to do so. These proposals shift a significant portion of the risk of anti-trust approvals from 7&i shareholders to ACT and provide a strong incentive for us to do what is necessary to obtain approvals.

Similarly, you have been particularly focused on identifying the divestiture buyer(s). We therefore agreed to take the unusual step of soliciting interest from buyers in the absence of an agreed transaction. While you willingly initiated steps for a divestiture in the U.S., as we advanced this workstream, you were not willing to share the required information with potential buyers, which is inconsistent with our collective objectives and does not reflect a constructive intent. On March 31, 2025, we received multiple indications of interest with respect to the divesture portfolio, each from highly experienced and credible buyers. Since then, we have received minimal cooperation that would help to advance this process.

  • After signing the NDA with you, our advisors held an organizational call on April 29, 2025, to align on the path to continue to advance the divestiture process, which included workstreams to further diligence and planning for the separation of the divestiture perimeter, and to prepare for the next phase of engagement with potential buyers. Since then, there has been no progress on these workstreams.
  • We shared a detailed overview of the suggested due diligence data to be provided to buyers on May 13, 2025, and we agreed that certain information would be walled off from us to accommodate commercial sensitivities. We have not received any feedback from you or your advisors on that proposed list and have seen no progress toward gathering information to facilitate the next phase of buyer engagement.

Alternative Structures

As we have expressed many times, we do believe that fully combining our two companies is the most straightforward and effective way to maximize value to all stakeholders. And we are prepared to offer a material premium to the undisturbed share price to 7&i shareholders. However, in the spirit of being responsive to your requests to consider alternative transaction structures, we have spent a significant amount of time and resources evaluating alternatives that would enable us to deliver similar compelling value to all stakeholders and would not create incremental closing risk or uncertainty in the transaction while minimizing friction.

In a material step, we shared with you in Dallas our willingness to explore a structure whereby we would acquire 100% of the 7&i business outside of Japan, and 40% of the Japan business (“ParentCo”), leaving 60% of ParentCo with existing 7&i shareholders. Our alternative proposal would provide commensurate value to 7&i shareholders versus our prior all-cash offer and, with ParentCo able to invest in the equity of ACT, would provide existing 7&i shareholders ongoing participation in the combined international business. Based on the extensive outside-in analysis we conducted, we believe this structure can be executed with limited friction (including no corporate level taxation) and without adding incremental transaction risk, while continuing to offer compelling economic value to your shareholders.

In our meeting in Tokyo on July 1, you proposed an alternative whereby you would contribute SEI into Couche-Tard in return for equity ownership in Couche-Tard. This structure would not deliver the significant premium that was offered to your shareholders in our transaction proposals and, in our view, would undermine the operational prospects of the combined business. 

Conclusion

We remain as excited as ever about the path forward for ACT. We are proud of the progress we are making across our business and the impact we are having in the communities in which we operate. We believe this combination has the ability to enhance that path. However, we are not able to effectively pursue this combination without deeper and genuine further engagement from 7&i leadership and the special committee. Accordingly, we are withdrawing our proposal at this time.

Signed on behalf of:

Alimentation Couche-Tard Inc.

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Loblaw’s Per Bank on the latest in tariffs: More products getting “T” symbol

Photo- Per Bank LinkedIn
Photo- Per Bank LinkedIn

There’s still a lot of uncertainty about the on-again, off-again tariff situation, and so Per Bank, CEO and President of Loblaw Companies Limited, said in a LinkedIn post that he wanted to share some facts seen from his perspective.

“If you saw the latest inflation figures from StatsCan, you’ll know that June grocery prices increased at a slower pace than in May. Hidden within that positive news though, is the fact that tariffs continue to place inflationary pressures on grocery costs. This shows that retailers are generally doing a good job at managing the impacts of these tariffs for Canadians,” he said.

“Inside our business, the consequences of tariffs are being discussed in virtually every supplier meeting we have. So far this year, ~30% of the inflationary cost increases we are seeing are directly linked to tariffs in some way, shape or form.”

Per Bank
Per Bank

A couple of months ago, Bank said he shared that the company expected to have to put a “T” symbol on roughly 6,000 products directly sourced from the United States to help customers navigate impacts from the tariffs.

“Based on our experience since then, that number will move closer to 7,500, as the full effect of tariff countermeasures are felt,” he said. “In the meantime we are still working hard and successful to find new non tariffs impacted suppliers and in Q2 we have added another 70 new suppliers adding up to a hundred new Canadian vendors this year.



“And on average, we’ve seen sales volumes decline by roughly 15%-20% on products marked with a “T”, while volumes on products prepared in Canada increase, demonstrating that the strong desire by consumers to continue supporting Canadian products and brands. Some declines are closer to 50%, where a strong alternative exists on our shelves.

“For the most part, our recent cost negotiations with suppliers have been straightforward and transparent –increases are tabled; any accepted costs directly caused by the tariffs are accepted penny for penny; and tariff-related costs will be eliminated once this situation is resolved. There have been cases where we believe the cost increases are not justified or are meant to take advantage of tariffs over the long-term. In these cases, we strongly push back. We know this is what Canadian consumers expect us to do.

“Like most of you, we want this situation to end fast, and with the least disruption to consumers and suppliers alike. I commend Prime Minister Mark Carney for the Canadian government’s efforts to resolve these U.S.-driven trade issues. In the meantime, I will reiterate we will continue to focus on value, make it easier for our customers to shop Canadian brands and products, and to advocate on their behalf.”

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Tim Hortons Camp Day is TODAY, with 100% of proceeds from hot and iced coffee sales donated to Tim Hortons Foundation Camps

Tim Hortons at Yorkdale
Tim Hortons at Yorkdale - Photo by Dustin Fuhs

Today is Camp Day at TimHortons.ca restaurants across Canada and the United States with 100 per cent of proceeds from every hot coffee and iced coffee sold donated to Tim Hortons Foundation Camps.

“For over 30 years, coffee sold on Camp Day has helped support the mission of Tim Hortons Foundation Camps, which is to help youth from underserved communities achieve their full potential,” said Axel Schwan, President of Tim Hortons.

Tim Hortons® Camp Day® is TODAY, with 100% of proceeds from hot and iced coffee sales donated to Tim Hortons Foundation Camps! (CNW Group/Tim Hortons)
Tim Hortons® Camp Day® is TODAY, with 100% of proceeds from hot and iced coffee sales donated to Tim Hortons Foundation Camps! (CNW Group/Tim Hortons)

“Thanks to the incredible generosity of Tims restaurant owners and guests, the Foundation has supported over 325,000 youth in its history. I encourage everyone to join us today and purchase a hot or iced coffee to help make an impact in the lives of young people who deserve every opportunity to succeed.”

Camp Day was kickstarted in 1987 by 58 restaurant owners in Atlantic Canada who donated 24 hours of sales to the Children’s Camp in Tatamagouche, N.S. 

The initiative expanded to all restaurants across Canada in 1991. Tim Hortons, Tims restaurant owners and guests collectively raised over $12.8 million on Camp Day last year and over $262 million has been raised since 1991.

Caroline Barham
Caroline Barham

“I’m constantly inspired by the heart of our Tim Hortons community. Camp Day is our biggest fundraiser of the year — and every year, it reminds me what we can achieve when we come together. With every coffee poured, we’re helping youth from underserved communities discover their potential and build brighter futures. That’s the true power of Camp Day — and it’s something I’m so proud to be part of.”
Caroline Barham, President of the Tim Hortons Foundation Camps board, and a Tims restaurant owner.

“If I hadn’t attended camp, I definitely believe that I would be a different person. Because of Tims Camps I am a confident individual who has an amazing community supporting me throughout my life,” said Mary-Jane Miller, Tims Camps alumni.

In 1964, the first Tim Hortons restaurant in Hamilton, Ontario opened its doors and today it is Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country. Tim Hortons has more than 6,000 restaurants in Canada, the United States and around the world.

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Little Caesars and North Sun Energy join forces for major Atlantic Canada expansion

Photo: Terrance Barksdale
Photo: Terrance Barksdale

 Little Caesars, the third-largest pizza chain in the world, is making bold moves in 2025, signing its largest franchise agreement in Canada through a collaboration with North Sun Energy, a leading fuel and convenience retailer in Newfoundland and Labrador, Nova Scotia, and Prince Edward Island.

North Sun Energy is bringing Little Caesars to busy consumers on the go across 18 of its gas stations and convenience stores.

David Button
David Button

“With the increasing demand for fresh and delicious meals at our locations, Little Caesars stood out as an ideal brand to collaborate with,” said David Button, President of North Sun Energy.

“Their value-driven approach amid high inflation rates and strong brand recognition aligns perfectly with our vision of enriching the fuel and convenience experience. We look forward to celebrating the inaugural grand opening later this summer at the North Atlantic and Orangestore location in Clarenville, NL, marking the first of many new Little Caesars locations planned across our network in the months and years ahead.”

North Sun Energy said it is integrating the Little Caesars Express restaurant model, which is designed to operate in as little as 450 square feet and requires no more than two employees at a time. The new locations will be integrated into several existing Orangestores – North Sun Energy’s flagship convenience store brand – along with a number of gas and convenience site remodels and new buildouts.

Chloe Battalia
Chloe Battalia

“This collaboration marks a significant milestone in our growth strategy as we continue expanding across Canada,” said Chloe Battalia, Managing Director, Canada at Little Caesars.

“Our relationship with North Sun Energy exemplifies the kind of strategic alignment that enables us to bring Little Caesars to more non-traditional formats. By leveraging relationships like this, we’re positioning the brand for long-term success and making our HOT-N-READY product offerings even more accessible to guests wherever their day takes them.”

Little Caesars is actively seeking qualified multi-unit franchise operators to join its team across Canada, including British Columbia, Ontario, and Quebec. For more information, interested candidates can visit littlecaesarsfranchise.ca.

Headquartered in Detroit, Michigan, Little Caesars was founded by Mike and Marian Ilitch in 1959 as a single, family-owned restaurant. Today, it is the third-largest pizza chain in the world, with stores in each of the 50 U.S. states and 30 countries and territories.

North Sun Energy is a co-ownership between North Atlantic and Petro-Canada (the fuel retail arm of Suncor Energy), overseeing 111 gas stations and convenience stores across Newfoundland and Labrador, Nova Scotia, and PEI. The Orangestore convenience store brand is now located at 36 locations.

For more information please visit: www.northsunenergy.ca.

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Promenade Shopping Centre Accelerates Transformation with New Tenants, Entertainment, and Community Vision

The new Bowls & Blasters at the Promenade. Image supplied

The Promenade Shopping Centre in Thornhill, just north of Toronto, is undergoing a dramatic transformation. Once facing the pressures many enclosed malls across Canada are experiencing, Promenade has seen a substantial reversal of fortune under new direction, tenant investment, and a strategic shift toward mixed-use and experiential retail.

“Just over a year ago, there were a lot of closures. The centre was in a very different place,” said Darren Woodworth, General Manager of Promenade Limited Partnership. “Now it’s a completely different story. There’s momentum, excitement—and we’re not slowing down.”

From new tenants and entertainment attractions to educational institutions and updated infrastructure, the 535,000-square-foot shopping centre is redefining itself as a community hub that extends far beyond traditional retail.

Entertainment as a New Anchor

One of the most talked-about additions to the centre is Bowls & Blasters, a 25,000- square-foot indoor entertainment complex that opened in mid-May.

“It’s not just a bowling alley,” explained Woodworth. “It’s bowling, bumper cars, laser tag, a massive arcade, birthday party rooms, and a high-end lounge area with food and drinks—all under one roof.”

According to Woodworth, the opening was a major success. “People were lining up by 2 p.m. on opening day. And since then, they’ve broken records—particularly on their vending machines, which is how they track early traffic. They’ve booked a ton of birthday parties and were packed during Ribfest.”

The addition of such a vibrant entertainment concept is already paying dividends. “It’s driving traffic, especially to the upper level, which had historically been quieter,” Woodworth said.

Bowls & Blasters at Promenade. Image supplied

New Dining and Essential Services Drive Daily Visits

The past few months have also seen the arrival of multiple new tenants. Pur & Simple, a popular breakfast and brunch concept, opened next to LifeLabs, which recently launched its medical testing facility in the centre.

“We were just in LifeLabs, and people were coming in for appointments and then heading over to Pur & Simple for breakfast,” said Woodworth. “There’s real synergy between the tenants now.”

Other food-focused additions include Fat Bastard Burrito, Pizzaiolo, The Bagel House, and Eat Some More, a new restaurant featuring African-style cuisine. “It’s all about variety,” added Jamie DeRose Dragozet, who supports marketing efforts for the centre. “We’re building a retail mix that reflects our diverse community.”

Fitness and Pickleball on the Horizon

Construction is underway for GoodLife Fitness, which will span two levels and is expected to open by the end of the year—strategically timed for New Year’s resolutions. Another addition currently under construction is Pickleplex, an indoor pickleball facility that aims to open by late summer.

“We’ve completed demolition on both. The GoodLife opening is targeted for December, and Pickleplex should be open around August,” said Woodworth. “Permits delayed things a bit, but both are now moving forward quickly.”

Future Pickleplex at Promenade. Image supplied

Promenade as a Community Anchor

The vision for Promenade has clearly expanded beyond retail. In September 2025, the Canadian National Institute of Health (CNIH) will open a campus at the centre focused on dental hygiene, dental assisting, and ultrasound technology.

“They’re expecting about 400 students, and it’ll be located on the upper level at the far end of the mall,” said Woodworth. “It’s another big driver of daily foot traffic and adds to the overall ecosystem we’re building here.”

This evolution has not gone unnoticed. “We keep hearing people refer to the Promenade as a community centre,” said Dragozet. “With education, healthcare, dining, and entertainment all here, it really is becoming that kind of destination.”

Promenade Rendering. Photo: Cushman & Wakefield.

From Groceries to Condos

Another standout tenant is Olive Branch Kosher Supermarket, the first and only kosher grocery store of its kind in Canada.

“They’re doing incredibly well and are even looking at expanding the store,” said Woodworth. “They’re a unique anchor that brings in a very loyal and specific customer base with Kosher groceries and a mix of other items for everyone.”                            

The successful opening of two residential towers—30 and 35 storeys with more than 780 units—has also changed the landscape. The towers offer direct internal access to the mall.

“We just opened the internal connection from the condos to the mall,” Woodworth added. “Residents can literally walk downstairs in their slippers and shop. It’s been extremely well received.”

Bringing the Community Together Through Events

A key part of the strategy has been to bring people into the mall through events. Promenade has hosted everything from Persian New Year celebrations to Ribfest, Hanukkah events, and even the Royal Canadian Circus.

“Our traffic numbers for Ribfest this year were up over 10,000 people compared to last year,” said Woodworth.

“That’s exactly the kind of engagement we want to foster—events that bring people in and help them discover what’s new.”

Dragozet echoed the importance of community connection: “Some visitors have told us they’ve been coming here for 40 years. Now they’re seeing a real transformation and feeling proud to call Promenade their mall again.”

Image: Promenade

A Cautious, Strategic Leasing Approach

Despite the buzz and renewed activity, management is taking a measured approach to leasing.

“We’re seeing more inquiries than ever,” said Woodworth. “But we’re being very strategic about who we let in. We want to leave room for national retailers and ensure long-term sustainability.”

There is currently some availability in the mall due to tenant shuffling and new configurations, but Woodworth confirmed that the team is focused on creating the right retail mix to complement the broader transformation.

Looking Ahead: Five-Year Vision and the 40-Year Legacy

With Promenade’s 40th anniversary approaching in 2026, plans are already underway to commemorate the milestone.

“We’re planning to do a full front-facade refacing and may modify the entrance to accommodate one large restaurant or two smaller ones,” revealed Woodworth. “There’s significant investment being put back into the building.”

The long-term vision includes continued interior upgrades, new co-tenants, and additional phases of residential and commercial intensification.

The surrounding retail plaza, also owned by the same group, will see further residential intensification with new units coming in the near future.                                                                                   

A Success Story in Real-Time

Reflecting on his first year at the Promenade, Woodworth sees an evolution few properties experience in such a short period.

“I’ve never worked at a centre that has had this much activity all at once,” he said. “A year ago, the outlook was uncertain. Now we’re full of life, full of promise. I can’t wait to see where we’ll be in another year.”

Dragozet agreed. “We’re hearing it from everyone—from shoppers to tenants to people who’ve lived here their whole lives. There’s energy again. And that’s something special.”

 Promenade Limited Partnership is owned in partnership by Serruya Private Equity and a Liberty Development managed corporation. The Property is managed by Cushman and Wakefield Asset Services.

As Promenade Shopping Centre continues its bold redevelopment, it is emerging not just as a retail success story, but as a template for how malls across the country can reinvent themselves for the future—through diversity, density, and deep community engagement.

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Canada’s Obesity Surge Signals Urgent Food Industry Reckoning

Woman shopping in a grocery store. Image: iStock/licensed

A new study published in the Canadian Medical Association Journal (CMAJ) confirms what many suspected: obesity rates in Canada have surged since the onset of the pandemic. Prior to 2020, the trend was gradual. But since April of that year, the pace has quickened — and now, one in three Canadian adults lives with obesity.

This shift carries serious implications. Obesity increases the risk of Type 2 diabetes, cardiovascular disease, and certain forms of cancer. As the numbers climb, we must broaden the conversation: medical care is essential, yes — but so is consistent access to nutritious, affordable food.

More troubling still is the demographic pattern: women and young adults — two groups historically less affected — are now seeing sharper increases. Pandemic-era stress, social isolation, disrupted routines, and increased sedentariness all played a role. So did a noticeable shift in dietary habits: more ultra-processed food, more snacking, and fewer structured, balanced meals.

Then came the inflation shock of 2022, fueled in part by Russia’s invasion of Ukraine. Soaring food prices placed household budgets under strain, making healthier options even less attainable. When nutritious food becomes unaffordable, poorer dietary choices follow — not out of neglect, but necessity.

In this context, the conventional public health refrain — “eat better, move more” — no longer suffices. The environment must be redesigned to support healthy choices, rather than simply shaming those who can’t afford them.

For food companies, the situation is precarious. On the one hand, many are reformulating their products and investing in “healthier” lines. On the other, long-standing brands are starting to lose their appeal. The case of Kellanova (formerly Kellogg) is instructive: legacy products like Pringles, Cheez-It, Pop-Tarts, and Eggo won’t remain viable without significant recipe overhauls. Canadian consumers are increasingly demanding simplicity in ingredients, transparency in marketing, and at least a minimal level of nutritional credibility — even for indulgent snacks.

Kraft Heinz appears to be adapting by splitting its portfolio, positioning healthier or better-performing brands for growth, while shedding those unable to evolve. The health shift is no longer optional — it’s an economic imperative.

But the core issue goes beyond products — it’s about how the food industry markets them. For decades, food companies have thrived on impulse: eye-catching packaging, end-cap displays, catchy slogans, and novelty. That model is now under pressure. The CMAJ study suggests that impulsive, emotion-driven consumption is contributing to rising obesity rates. Canadians are signaling a desire to regain control — to plan meals, read labels, and make informed choices. This requires a shift from impulse marketing to intent-based marketing — a foundational change in how food is positioned and sold.

Meanwhile, the pharmaceutical industry is rapidly filling the void. In 2023, roughly one million Canadians were prescribed GLP-1 agonists such as Ozempic — drugs developed for diabetes but now widely used for weight loss. That number is expected to double by 2030. These treatments aren’t cheap: public drug plans have already covered more than $660 million for Ozempic alone. This illustrates a sobering reality — modern medicine is now picking up the slack where our food environment has failed.

This isn’t just a public health issue. It’s a market signal. If Canada doesn’t rethink how it produces, processes, promotes, and retails food, pharmacies — not grocery stores — will become our primary source of “dietary intervention.” And the costs, both human and fiscal, will be considerable.

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