Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
Hudson's Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
Canadian Tire will acquire key intellectual property from the Hudson’s Bay Company, including its iconic multicolour stripes, historic coat of arms, and a suite of brand trademarks, in a $30-million transaction subject to court approval.
The deal comes as Hudson’s Bay, Canada’s oldest company, continues the liquidation of its department stores across the country under court protection granted earlier this year.
The transaction includes trademarks for Hudson’s Bay, The Bay, the recognizable HBC coat of arms, and the company’s multicoloured stripes—design elements that have become emblematic of Canadian retail history. The Hudson’s Bay Company dates back to 1670 and had long used the stripes as a branding element, most notably on wool blankets and outerwear.
“Some things are just meant to stay Canadian,” said Canadian Tire President and CEO Greg Hicks in a statement released Thursday. “We are honoured to welcome many of HBC’s leading brands – including the iconic HBC coat of arms and the Stripes – into our Canadian Tire family.”
Deal Part of Broader Sales Process
Instagram post from Canadian Tire, indicating the acquisition of Hudson’s Bay’s IP
The agreement was reached as part of a court-supervised process under the Companies’ Creditors Arrangement Act (CCAA). Hudson’s Bay has been seeking buyers for its assets since filing for creditor protection on March 7, citing more than $1.1 billion in liabilities and ongoing operating losses.
According to court documents, 17 bids were submitted for various parts of the company, including intellectual property and private-label brands such as Zellers and Distinctly Home. Twelve parties also submitted offers for a total of 39 leases. Canadian Tire disclosed that it was among those bidding for leasehold interests.
The court is expected to review the deal and other asset transactions in the coming weeks, with final approvals anticipated by early summer. The Canadian Tire transaction is expected to close later this summer, pending court approval and other conditions.
Hudson’s Bay Winding Down Retail Operations
The intellectual property sale follows months of failed attempts by Hudson’s Bay to restructure or find a buyer to continue operating select stores. The company initially sought to preserve approximately 40 locations and later reduced its plan to six key stores. According to a confidential investor memo obtained by The Globe and Mail, an $82-million investment would have been required to support those six locations in the first year alone.
With no buyer committing to that plan, the company added those final stores to the liquidation process. Clearance sales are expected to be completed by the end of May, with stores vacated by the end of June.
Hudson’s Bay President and CEO Liz Rodbell commented on the agreement in a statement released Thursday.
“We are grateful that the HBC brand has found a home with another heritage retailer that encapsulates the uniquely authentic Canadian experience,” said Rodbell. “I have no doubt they will be strong stewards of the more than 350-year HBC legacy as they move our iconic brands forward.”
Canadian Tire Expanding Portfolio of Owned Brands
Canadian Tire has increasingly focused on expanding its portfolio of owned and exclusive brands. In recent years, it has acquired several well-known names including Woods (2014), Paderno (2017), and Sher-Wood Athletics Group trademarks (2018). In 2024, owned brands accounted for 37.5 per cent of the company’s total retail sales.
Hicks described the acquisition of the Hudson’s Bay IP as consistent with the company’s “True North” strategy.
“This choice feels as strategic as it feels patriotic,” Hicks said. “It builds on our generational connection to life in Canada.”
Uncertainty Over Future Use of HBC Brands
While Canadian Tire has not disclosed specific plans for how the newly acquired brands will be used, analysts believe the most immediate application will be through merchandise integration.
Retail strategist Carl Boutet said the multicoloured stripes and coat of arms are most likely to appear on products sold in Canadian Tire stores.
Carl Boutet
“I suspect we will see blankets with the stripes on shelves,” Boutet said. “The interesting question is whether they’ll create a dedicated space for the brand, like a shop-in-shop, or simply incorporate it into the existing merchandise.”
Boutet said the acquisition could also serve as a strategic move to block competitors from leveraging the Hudson’s Bay name and legacy.
“This could prevent another player from reviving the brand in a format that might compete with Canadian Tire,” he said.
Brand Licensing Scenarios Unclear
It remains uncertain whether Canadian Tire would consider licensing the Hudson’s Bay name to a third party for retail use. Canadian Tire has so far indicated no interest in operating traditional department stores.
“If someone wanted to use the Bay name in a retail format, they’d likely need a license from Canadian Tire now,” said Boutet. “But I’d be surprised if the company was interested in allowing that.”
Boutet also noted that the acquisition includes customer goodwill and brand equity but raised questions about whether consumer data or customer relationship management (CRM) assets were included in the deal.
“There’s real value in first-party data,” he said. “But privacy regulations in Canada, such as CASL, would limit how transferable that data is.”
Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
Value of the Deal and Implications
Boutet said the $30-million price tag likely reflects Canadian Tire’s internal forecasts for product volume, brand leverage, and the promotional value of the acquisition.
“For Canadian Tire, the math is straightforward. They already know what volumes they can move in home textiles or décor,” he said. “This deal gives them a strong national story and a valuable brand that resonates with Canadians.”
The timing of Canadian Tire’s announcement, which came before court approval, raised some eyebrows in the retail community.
“It’s interesting they announced it so early,” Boutet said. “It suggests confidence in the outcome or that the monitor has indicated theirs is the winning bid.”
End of the Line for Hudson’s Bay Stores
The sale of intellectual property further narrows the chances that a new operator could revive Hudson’s Bay as a department store. Some investors had considered relaunching the chain or launching specialty stores under the Bay or Zellers names. Without ownership of those brands or the signature stripes, such plans are unlikely to proceed.
Getting a product from the idea to the store shelf is rarely simple. It involves dozens of moving parts, frequent revisions, and often—delays. That’s why more companies are turning to 3D product modeling to simplify and speed up their product development workflows. Using 3D modeling services, brands can create, test, and revise digital prototypes long before anything physical is made. That means faster launches, fewer mistakes, and more confident decision-making. This article explores how 3D modeling makes all of that possible—and why it’s quickly becoming a must-have for retailers competing on speed and innovation.
Retailers know this well: consumer preferences shift quickly, trends change overnight, and competition doesn’t wait. Getting caught in slow design cycles can mean missed windows, wasted resources, and products that launch too late to matter.
3D modeling services are helping companies avoid those problems. By bringing ideas to life digitally, brands can clarify what they’re building, test ideas earlier, and cut time from every stage of development. Instead of shipping sketches back and forth or relying on vague conversations, teams can collaborate around a high-resolution, interactive model.
Speed and accuracy? You finally get both.
The Role of 3D Modeling in Modern Product Design
Thanks to 3D modeling, what used to require several rounds of physical prototyping can now happen virtually. It’s like building the product in a digital sandbox—changing colors, reshaping parts, adding textures, and even testing how it performs under pressure—all before making anything tangible.
These models aren’t just visual. They’re technically precise, meaning engineers can measure tolerances, marketing can review aesthetics, and manufacturers can prep tooling—using the same source. That unified workflow minimizes mistakes and ensures every stakeholder sees the same thing.
By investing in 3D modeling services, brands remove the blind spots that slow development and inflate costs.
Benefits of Accelerated Time-to-Market
Time isn’t just money—it’s market share. Launching faster can be the difference between leading a trend or following it. Here’s how speeding up pays off:
Competitive Advantage: Being first means you set the standard and grab consumer attention before others even launch.
Cost Savings: Every delay eats up a budget. Digital iterations are cheaper and faster than physical ones.
Enhanced Responsiveness: You can pivot quickly when trends shift or feedback occurs.
Improved Product Quality: More time gets freed up for testing and fine-tuning instead of scrambling to meet deadlines.
Those benefits add up quickly, and with 3D modeling services handling the heavy lifting, they’re easier to reach than ever.
Case Studies: Success Stories in Retail
Let’s talk about real results. Using digital modeling, one household appliance brand shaved 10 weeks off its development cycle. They created a full 3D version of their new product and tested everything—from airflow dynamics to how buttons felt in the hand—without a single plastic prototype.
Another company, a boutique cosmetic startup, used a 3D product modeling company to design sustainable, refillable packaging. They tested different shapes, lock mechanisms, and textures digitally. By the time the prototype was manufactured, it was nearly final. There was no back-and-forth. There was no waste.
One shoe brand even used product 3D modeling services to test dozens of sole configurations digitally, then used customer feedback from digital previews to finalize their design. Thanks to the data they gathered early, their launch was not only faster but also more successful.
Integrating 3D Modeling into the Product Development Workflow
How do you start using 3D modeling in your product pipeline? It’s more straightforward than it sounds—and you don’t need to rebuild your process from scratch.
Step one: choose a 3D modeling service that understands your industry. The right partner will deliver great visuals and help translate technical specs into usable, manufacturable models.
Next, feed them your concept—whether that’s a sketch, a CAD file, or just a list of features. They’ll develop an initial model that can evolve through multiple iterations. This is where collaboration shines. Designers, engineers, and marketing teams can all review and comment on the model in real-time.
Finally, once approved, your digital model becomes the foundation for everything that follows: prototyping, tooling, packaging, and even advertising. Working with a solid 3D product modeling studio makes this transition smooth and reliable.
Future Outlook: The Evolving Landscape of 3D Modeling
Tech in this space is moving fast. AI is starting to play a role in automating the modeling process. Algorithms can recommend design tweaks, detect weak points, or even generate base models from reference images. That’s a big deal when you’re racing against a deadline.
At the same time, real-time rendering and immersive tools are becoming more common. Want to preview how your product looks on a shelf or in someone’s hand? Tools powered by 3D object modeling service providers can place it in a virtual store or simulate user interaction.
And we’re just scratching the surface. As more companies adopt 3D modelling services, expect new collaboration platforms, better material simulations, and even integrations with 3D printing for faster prototyping.
The key takeaway? This isn’t a trend—it’s the future of product development.
Conclusion
There’s no going back. Static sketches and slow physical iterations just don’t cut it anymore—not when trends move fast and consumer expectations are sky-high.
3D modeling services give you the speed, flexibility, and clarity you need to develop smarter, move faster, and reduce risk. Whether you’re designing packaging, consumer electronics, or fashion accessories, these services bring your team into alignment and your product closer to launch—without delay.
Need to turn your next idea into a real, market-ready object faster than ever? Then it’s time to work with a 3D product modeling company that gets your vision and delivers. With the right tools, and the right team, the journey from concept to shelf doesn’t have to be stressful. It can be your competitive edge.
In today’s fast-paced retail environment, operational efficiency and real-time tracking are critical for maintaining competitive advantage. As digital transformation sweeps through industries, businesses are turning to compact computing solutions to streamline their processes. Among the standout innovations revolutionizing retail logistics is the mini PC—a small yet powerful device that delivers desktop-level performance without the bulk. Brands like GEEKOM are at the forefront of this shift, offering versatile and efficient mini PCs that are increasingly vital in logistics and supply chain management.
The Need for Streamlined Logistics in Retail
Retail logistics has become more complex with the growth of omnichannel sales, increased consumer expectations for fast shipping, and tighter competition. From inventory management to order tracking and fulfillment, every stage of the logistics chain must operate seamlessly. Traditional desktop computers often take up excessive space, consume more power, and require dedicated IT infrastructure, making them less than ideal for dynamic retail environments.
This is where the mini PC steps in. With a smaller footprint, lower energy consumption, and robust processing power, mini PCs offer a streamlined solution that integrates easily into logistics centers, point-of-sale systems, and warehouse tracking operations.
Mini PCs: Compact Yet Powerful
A tiny PC may be small in size but it brings to the table performance which many a traditional desktop does. They run on the latest processors and memory which in turn allows them to do what complex retail software, real time tracking systems, and analytics platforms require of them with great ease. Also in terms of portability and ease of install they do very well which is very important in a setting where space is at a premium or mobility is a priority.
In retail logistics mini PCs can be used for:.
Inventory Management: Mini PCs can be connected to barcode scanners and RFID readers, ensuring real-time inventory updates and reducing human error.
Shipping & Receiving: At docking stations, mini PCs can process incoming and outgoing shipments, print labels, and update the centralized logistics database.
Tracking & Analytics: Integrated with warehouse management software (WMS), mini PCs can track package movement, calculate delivery estimates, and analyze operational bottlenecks.
Why Retailers Are Choosing GEEKOM
GEEKOM is breaking into retail logistics with great success. What we see is that GEEKOM has put together an excellent product which is also very compact. Their mini PCs which have made them a hit are characterized by durability, energy efficiency and the flexibility that today’s retail environment requires.
Some retail sectors are putting into use GEEKOM devices which include:
Reliability: Designed for 24/7 operation, GEEKOM mini PCs can handle demanding workloads without overheating or performance dips.
Compact Design: Their small size allows for flexible placement—even mounted behind monitors or under counters.
Low Power Consumption: GEEKOM devices consume far less power than traditional desktops, reducing operational costs.
Connectivity Options: Multiple USB ports, HDMI, and Wi-Fi ensure seamless integration with scanners, monitors, printers, and other peripherals used in retail logistics.
Spotlight on the GEEKOM A6 Mini PC
For retailers in search of high performance solutions the GEEKOM A6 Mini PC is an excellent choice. Equipped with the latest AMD Ryzen 9 processor the A6 brings to the table speed and response which is a must for logistics intensive operations.
Key Features of the GEEKOM A6 Mini PC:
AMD Ryzen 9 6900HX Processor: With 8 cores and 16 threads, it handles multitasking and data processing effortlessly.
Integrated AMD Radeon 680M Graphics: Ideal for visually intensive dashboards and tracking systems.
High-Speed Storage: SSD options ensure fast boot-up times and smooth software performance.
Multiple Connectivity Ports: Equipped with HDMI, USB 4.0, and Ethernet for maximum flexibility.
These features which also include in their base performance real time results, very high device reliability and the ability to handle multiple tasks at the same time make the GEEKOM A6 Mini PC the ideal choice for retail logistics centers.
Applications in Real-World Retail Logistics
Retailers which have implemented the GEEKOM A6 report to see great results in terms of productivity and also system reliability. For example:
Warehouse Automation: The A6 is a central control hub for conveyor belts, robotic arms, and tracking sensors.
Smart Kiosks and POS: In store our solutions support the latest point of sale systems which also include interactive displays and fast transaction processing.
Remote Monitoring: Its compact build and large spec set which in turn makes it a great fit for use in delivery trucks and at remote fulfillment locations which in turn enable real time tracking and inventory visibility.
Mini PCs and the Future of Retail Tech
As technology in AI, IoT and machine learning grows in the logistics sector the role of edge computing devices which include mini PCs is going to increase. These techs require instant on site action which is what GEEKOM mini PCs do very well.
Also in the wake of growing issues related to sustainability and cost efficiency GEEKOM’s energy saving design philosophy is very much in step with what many retail chains are putting in place. We see smaller more efficient products which in turn reduce e-waste and extend product life which in turn contribute to a more sustainable tech system.
Final Thoughts
Retail logistics is seeing a shift toward more intelligent, speedy, and agile systems. In this transformation Mini PCs have become key players which we may note for their performance, portability and efficiency.
Among top players in this category GEEKOM has established itself as a reliable partner for retailers that are out to modernize and improve their efficiency. From overhauling warehouse systems to improving in store technology, GEEKOM’s mini PC range which includes the high performance GEEKOM A6 Mini PC does play a key role in your logistics solutions.
By integrating micro computers into the core of retail logistics we see that companies not only improve tracking and also prepare for what is to come in the digital retail space.
Giant Tiger Stores announced Thursday a new partnership with Ottawa-based creative marketing agency Banfieldto launch a new digital campaign, Sharing Canadian Values.
Recently launched across social media and on GiantTiger.com, the campaign highlights Giant Tiger franchisees’ vital role in their communities and their ongoing commitment to affordability. This partnership represents an important step forward for the proudly Canadian retailer as it teams up with Banfield to boost brand awareness of Giant Tiger’s low prices, amazing finds, and strong community support – reinforcing its position as Canada’s place to save more money with customers, said the company.
“As a people-first organization, Giant Tiger empowers local owners to operate stores that reflect and serve the unique needs of their customers. At a time when trust and community connection matters more than ever, Sharing Canadian Values highlights franchisees as leaders helping shape the future of retail through their strong commitment to the lowest price, serving their customers, and the importance of the communities they proudly serve,” it said.
Gabrielle Hargrove
“Sharing Canadian Values is all about celebrating what makes Giant Tiger truly different – and that’s our people,” said Gabrielle Hargrove, Senior Vice President & Chief HR Officer, Giant Tiger Stores Limited. “Our franchisees are the heart of our business. They know their communities better than anyone, and they bring our values to life in every store, every day. Their passion, commitment, and local connections with their customers are the secret sauce of our franchise model. We’re proud to invest in their success and thrilled to collaborate with Banfield to share their stories in a powerful, relatable, and deeply authentic way to who we are as a brand.”
Giant Tiger, the leading Canadian-owned family discount store, is a privately held company with over 260 locations across Canada and employs over 10,000 people.
Banfield is an independent, bilingual, full-service creative agency based in Ottawa. Founded in 1973, it specializes in brand development, digital marketing, video production, content creation, and integrated campaigns.
Timothy Jones
“Giant Tiger is a uniquely Canadian success story, and we are excited to be working with locally owned franchises to share how they have a real impact in their communities. Seeing it all come to life and take on meaning through the personal stories of owners, staff and everyday Canadians has been very rewarding,” said Timothy Jones, President & Creative Director, Banfield. “Working closely with Giant Tiger, our team has poured their passion into every detail, and I couldn’t be prouder of what we’ve created together.”
Recently, Giant Tiger was announced as a finalist for the Retail Council of Canada’s Talent Development Award at the 2025 Excellence in Retailing Awards, recognizing the Franchisee Development Program, which prepares future store owners with hands-on training in leadership, operations, and community engagement.
Running through July 31, the Sharing Canadian Values campaign will feature new content released weekly across Giant Tiger’s social media platforms and website, in both English and French, with a targeted marketing strategy to amplify the campaign’s reach – sharing compelling stories that celebrate entrepreneurship, affordability, and community connections.
Shoppers at CF Chinook Centre in Calgary. Photo: Cadillac Fairview
Canadians are increasingly feeling the pinch of rising prices and responding by shifting their purchasing behaviour, as tensions surrounding U.S. tariffs under President Donald Trump continue to build. According to a new Trump Tariffs Tracker survey conducted by Leger between May 9 and 11, a clear majority of Canadians are noticing inflationary pressures and are changing how and where they shop, with growing support for buying local and reducing American purchases.
Majority of Canadians Report Price Increases
Seventy-five percent of Canadians surveyed said they believe consumer prices have increased in recent weeks. The perception is consistent across most regions and age groups, with the highest concern reported in Atlantic Canada (85%) and among older Canadians aged 55 and over (80%). Only 15% of respondents said they had not noticed price increases, and a further 10% were unsure.
This growing sense of inflation is not unique to Canada. South of the border, 69% of Americans also reported price increases, although this figure marks a four-point drop from the previous week. Notably, perceptions in the U.S. were influenced by political alignment: 87% of Democrats believed prices were rising, compared to 54% of Republicans.
Canadian Consumers Turning Away from U.S. Goods
In response to rising prices and growing unease over tariff policies, Canadian consumers are increasingly shifting away from American goods and services. The Leger report reveals that 69 percent of Canadians say they have reduced their purchases of American-made products sold in stores. A similar proportion—66 percent—report buying fewer U.S. goods online, and 55 percent say they have scaled back their purchases on the Amazon platform. American fast-food chains have also been affected, with 51 percent of Canadians indicating they are now frequenting brands such as McDonald’s, Starbucks, KFC, Burger King, and Subway less often. Meanwhile, 43 percent of those surveyed said they are cutting back on visits to major U.S. retail chains, including Walmart, Costco, and Winners.
These findings point to a growing trend of economic disengagement from American consumer brands, reflecting both political dissatisfaction and personal financial recalibration. With inflation concerns mounting and retaliatory trade measures in place, Canadian shoppers are sending a signal through their wallets, choosing to support domestic alternatives or limit discretionary spending altogether.
Surge in Support for Local Spending
Alongside this shift, support for local Canadian businesses is growing. Seventy-four percent of Canadians said they had increased their purchases of local products in recent weeks. Support for domestic spending was especially strong among supporters of the Liberal Party (86%) and Bloc Québécois (84%).
This trend toward “buying Canadian” aligns with national sentiment around economic resilience and self-reliance, particularly as retaliatory tariffs begin to impact a wider range of goods and services.
Support for Tariff Retaliation Remains Strong
Two-thirds of Canadians (67%) support the federal government’s decision to respond “dollar for dollar” to tariffs imposed by the United States. This includes 33% who strongly support the measure. Support is highest among Liberal (83%) and Green Party (86%) voters, while 52% of Conservative voters also back the retaliation.
Despite a slight dip in support compared to the previous week (down two points), national consensus appears to favour defending Canadian interests through reciprocal trade policies.
Public Opinion on the Carney–Trump Meeting
Awareness of the May 6 meeting between Canadian Prime Minister Mark Carney and U.S. President Donald Trump was notably high, with 80 percent of Canadians indicating they had seen, read, or heard about the event. However, views on the outcome were mixed. While 24 percent of respondents said they believed the meeting would improve Canada–U.S. relations, a larger portion—40 percent—felt it would have no real impact. Another 13 percent said they thought the meeting would actually worsen bilateral relations.
When asked to assess Prime Minister Carney’s performance, nearly half of Canadians (48 percent) said he clearly stood up for Canada’s interests during the meeting. A further 24 percent said they believed Carney should have taken a stronger stance against Trump. The remaining respondents were either unsure (20 percent) or said they had not heard enough about the meeting to form an opinion (8 percent). These findings underscore both the complexity of cross-border diplomacy in the current political climate and the nuanced expectations Canadians have of their leaders when navigating high-stakes international discussions.
Tariff Impact Seen as Economic Threat
Concern about the economic impact of the Trump administration’s tariffs remains high. Seventy-nine percent of Canadians believe the tariffs will have a negative effect on the Canadian economy. Only 9% see a potential benefit, and 11% remain unsure.
In the United States, opinion is more divided: 54% of Americans believe the tariffs are bad for their own economy, while 27% see them as positive — with strong partisan splits. Among Republicans, 57% believe tariffs will help the U.S. economy, compared to just 7% of Democrats.
Personal Financial Pressure Intensifies
The report shows that 91% of Canadians expect the tariffs will have an impact on their personal financial situation. A full 24% say they will have a major impact, while 47% anticipate a moderate one. Only 3% believe the tariffs will have no impact at all.
Similar sentiment was recorded in the United States, where 82% expect the tariffs to affect their personal finances.
Adding to the financial strain, 43% of Canadians reported living paycheque to paycheque, a figure only slightly lower than the 55% reported in the U.S. Younger Canadians (ages 18–34) and those in Ontario and Alberta reported the highest levels of financial stress.
Recession Worries on Both Sides of the Border
Nearly half (49%) of Canadians believe the country is currently in a recession, with higher concern among those in Alberta (68%). In the U.S., the share of Americans who believe they are in a recession dropped five points from the previous week to 47%.
Despite these concerns, 67% of Canadians still describe their household finances as either “good” or “very good,” although that number is down compared to earlier in the year.
Job Security Remains a Concern
Among employed Canadians, 39% expressed concern about losing their job in the next 12 months, with 13% saying they are “very concerned.” Americans reported slightly higher concern levels at 43%, with younger workers particularly anxious.
Conclusion
As trade tensions continue to escalate and inflationary pressures mount, Canadians are increasingly adapting their shopping habits and voicing support for policies that bolster domestic resilience. With more than two-thirds of respondents backing retaliatory tariffs and nearly three-quarters choosing to buy local, the data reflects a growing desire among Canadians to protect their economy and shield themselves from the impact of foreign policy decisions.
Tim Hortons launches new TV campaign celebrating the unspoken Canadian Dream featuring Canadians Kiefer Sutherland and singer-songwriter Bahamas (CNW Group/Tim Hortons)
Tim Hortons says it has proudly been fueling Canadian road trips since 1964 and with the long weekend ahead, Tims wanted to share a message that celebrates the country and what connects people.
Starting today, the new Tim Hortons campaign “The Canadian Dream” begins airing on TV and streaming online.
Narrated by acclaimed actor Kiefer Sutherland and set to music by singer-songwriter Bahamas, the campaign blends scenic imagery from across the country with a message about pride and connection, said the company in a news release.
“Tim Hortons is such an iconic Canadian brand. Having the chance to partner with them to share this message about Canadians for Canadians has been a special privilege,” said Sutherland.
Developed in partnership with GUT Toronto, “The Canadian Dream” is available to stream on YouTube and will air during playoff hockey games this weekend.
Hope Bagozzi
“At a time when more and more Canadians are proudly flying our flag and reflecting on all the things that make our country special, we were thrilled to work with Kiefer on this campaign to celebrate the unspoken Canadian Dream that we share,” said Hope Bagozzi, Chief Marketing Officer for Tim Hortons.
In 1964, the first Tim Hortons restaurant in Hamilton, Ontario opened its doors. Owned now by Restaurant Brands International, it is Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country. It has more than 6,000 restaurants in Canada, the United States and around the world.
OK Tire Stores Inc. and Groupe Touchette Inc., have announced a strategic partnership that will enhance their business offerings and customer service, boost distribution capabilities, and reinforce their presence and commitment in communities across the country.
With longstanding roots servicing customers across Canada and a shared legacy of excellence in the automotive and distribution sectors, this collaboration brings together the strengths of two industry leaders. OK Tire is recognized as Canada’s largest independent network of tire and auto service retailers, while Groupe Touchette stands as the country’s largest Canadian-owned tire distributor, according to a news release.
Effective June 9, consumers across Canada can expect to see immediate benefits from this partnership, including improved product availability, faster delivery times, and continued support from trusted, locally based experts. The partnership offers the best of both companies, building on the trusted local service customers have come to expect. It also reaffirms both companies’ commitment to local service by uniting their expertise and resources to deliver even greater value to communities nationwide, say officials.
“We are proud to partner with Groupe Touchette—a brand that understands this is about more than just business. It’s about delivering the level of service Canadians deserve, no matter where they are. We believe true innovation comes from working with like-minded partners who understand that we offer more than just tires—we offer solutions.”
While both companies will continue to operate as independent entities under this distribution agreement, each will leverage the strengths of the other’s expanding network. Building upon Groupe Touchette’s industry-leading logistics and national network of more than 40 distribution centres, the company will now serve as the official distributor for OK Tire—enhancing delivery speed and efficiency, while offering an unmatched depth of inventory and a wide assortment of leading tire brands. OK Tire will benefit from Groupe Touchette’s top tier service, access to established network relationships and on-the-ground service excellence from coast to coast, reinforcing the brand’s commitment to local service excellence, said the release.
“We see this partnership as a natural evolution in our mission to deliver exceptional value to customers across Canada,” said Paul Hyshka, Associate Vice-President Sales, Independent and Commercial at Groupe Touchette. “By combining our distribution expertise with OK Tire’s retail strength, we’re reinforcing what matters most—reliable access to quality products, timely service, and strong support for local businesses. Together, we are creating a more agile, responsive supply chain that puts the customer first.”
OK Tire Stores Inc. is the largest independent tire and auto service retailer network in Canada. Part of the Canadian landscape since 1953, there are more than 325 independently owned and operated OK Tire locations across the country offering a full range of both retail and commercial services.
Founded by André Touchette in 1979, Groupe Touchette, the largest Canadian-owned tire distributor, is led by Nicolas Touchette and Frédéric Bouthillier and isheadquartered in Montréal. Groupe Touchette employs over 1,800 people and has a presence across Canada with more than 40 distribution centres.
Helping Canadian businesses manage the complexities of cross-border payments and banking is at the heart of what Loop does—and for founder and CEO Cato Pastoll, the drive to serve entrepreneurs stems from personal experience.
“I grew up in a very entrepreneurial family. My parents were small business owners, so I’ve kind of been very connected to small businesses my whole life,” said Pastoll. “That’s one of the things that inspired me to start the company.”
Launched in 2015, Loop is a financial services platform based in downtown Toronto, serving small and medium-sized businesses across Canada—especially those in the retail sector. “Loop is a financial services platform. We help small businesses across Canada access a platform that helps them manage their business, banking and payments in a single, centralized place.”
At its core, Loop is designed to simplify international commerce. “We help businesses manage their money more seamlessly internationally. So oftentimes in today’s modern world, companies have customers that are international or have suppliers that are international, and what we do is we make it easier for businesses to get paid in other markets or other countries and other currencies.”
This includes helping clients open local bank accounts abroad to facilitate smoother transactions. “We can help companies set up local bank accounts in those countries so they can receive payments or make payments to their suppliers as they expand into markets like Europe.”
Loop’s relevance has grown amid economic shifts and trade uncertainty. “Many businesses are looking to diversify,” said Pastoll. “There’s a lot of Canadian businesses that rely heavily on the US… but one thing that I’ve been hearing on the ground is people are starting to look at, okay, what about Europe? What about the UK? Are there other countries, other markets that we can do business with?”
Retailers, in particular, are a key segment for the company. “Loop today works with many retail brands. It’s a very big industry segment of ours,” he noted. “We’ve been very much listening to customers, understanding what their challenges and pain points are, and then trying to figure out what we can do to help them navigate these times.”
With inflation and rising costs squeezing margins, businesses are also leaning on Loop to improve efficiency. “People are just watching their bottom lines even closer right now… Our product and platform can help them potentially eradicate some of those costs to help boost profitability when times are tough.”
Loop’s evolution accelerated in 2022 with the launch of new products including a credit card and accounts payable platform, giving businesses even more tools to manage their operations under one roof.
The company, now at 30 employees, remains fully based in Toronto. “All our team is in downtown Toronto. Everyone is actually here in our office.”
Pastoll describes his leadership style as dynamic and situational. “I can be somebody that’s really hands-on… working alongside the team,” he said. “At the same time, I like to build support around people and I like to see other people kind of take on challenges themselves and help them succeed.”
He believes the most effective leaders can toggle between both modes. “Not always needing to be in the driver’s seat, and also inversely not always kind of giving backseat instructions to the driver. I think you’ve got to kind of strike the right balance.”
Born and raised in London, England, Pastoll moved to Canada as a teenager when his mother—who ran a catering business—relocated. He later studied at Western University’s Ivey Business School, earning a degree in business and economics.
At a very young age he taught himself how to program and build computers. He always had a passion for technology and knew he wanted to be an entrepreneur.
Source: Loop
That early exposure to entrepreneurship, technology, and banking challenges shaped his career. “I used to help with some of the financial parts of running [my mother’s] business,” he said. “I think I drew back to that experience of like, why aren’t banks and financial solutions helpful to entrepreneurs?”
With Loop, Pastoll has aimed to answer that question with innovation.
“When you think about why financial institutions exist, one of their primary missions is supposed to be to help businesses and help stimulate commercial activity,” he said. “But in the modern world, they’ve kind of very much gotten removed from that mission.”
Loop is working to change that—starting with Canada’s retailers.
“We have been working to help many companies, but we’ve seen that retailers in particular have been a key and important segment of Canada. So excited to kind of build our relationship with that community further.”
Motorcycle sales in Canada are taking a hit in 2025, as industry leaders continue to grapple with economic uncertainty and rising tariffs—particularly those targeting U.S.-manufactured products.
Landon French, CEO of Moto Canada, says the combination of supply chain disruption, shifting consumer behaviour, and cross-border trade tensions is weighing heavily on the industry.
Landon French
“Going into the year, some of the motorcycle brands were soft and struggling, while the off road ATVs and side by sides were actually up and doing well,” says French. “So when you add the economic uncertainty and some of the tariff threats, that has cooled a lot of the growth that we were seeing early in the year.”
Moto Canada, based in Markham, Ontario, represents manufacturers and retailers of motorcycles, scooters, and off-road vehicles. It collects and shares monthly sales data for 15 major OEMs (original equipment manufacturers), while also leading advocacy efforts for the sector.
In April, Moto Canada reported a significant drop in first quarter retail sales data for 15 of the top powersport brands across all motorcycles for the first three months of 2025, compared to the same quarter last year.
The impact of the ongoing trade war between the United States and Canada, driven by tariffs first imposed by U.S. President Donald Trump and Canadian counter-tariffs, has hit motorcycles the hardest, down nearly 22 per cent over 2024.
“To be clear: this decline is almost exclusively due to Canadian consumers feeling nervous about their financial situation due to tariffs,” said French. “The year began on a positive note across all categories in January, but took a major downward turn in February, with the trend continuing through March. The uncertainty has led to significantly reduced spending on motorcycles.”
“The damage inflicted by tariffs and counter-tariffs is already underway, and it needs to be halted before it causes irreparable harm.”
Approximately 32 per cent (45,000) of all motorcycles, scooters, all-terrain vehicles, and side-by-sides sold in Canada each year are manufactured in the U.S., while 4,000 motorcycles are manufactured in Canada and sold in the U.S.
“The next few months will be critical for powersport manufacturers and dealers in Canada,” says French. “Ensuring that dealers can continue to keep their skilled employees working will be the key to emerging from this situation when things improve. It’s important that governments recognize the contribution the more than 900 dealers and 88,000 jobs make in Canada, particularly in rural Canada. While much attention is rightfully given to the auto industry at this time, we are working every day to ensure the powersport industry receives the attention it deserves.
“We’ve been around since the early 70s in different incarnations, under different names, but essentially the jobs remain the same,” says French. “One is to capture the sales data… and we also work on advocacy, and that’s how we started when importing motorcycles to Canada back in the late 60s and early 70s was a real challenge.”
According to French, the industry had seen strong demand during the COVID-19 pandemic, as Canadians had both time and money to invest in recreational vehicles. But that momentum is beginning to stall.
“January, we were actually up. But then come February, March, it sort of dropped,” says French. “Particularly the off road side, people are still buying and still hanging in there. It’s in the on road side, the motorcycles in particular, [that] have had a real struggle, because they are the subject of the tariffs.”
Source: Moto Canada
Those tariffs, he adds, don’t just impact complete vehicles—they’re also hitting parts, tires, apparel, and other related products. “There are not tariffs on off road vehicles, recreational vehicles, like ATVs and side by sides yet, but the Canadian government has threatened those as reciprocal tariffs to the United States.”
French says the industry is closely watching political developments. “We really were looking forward to seeing how this election turns out. So now that that’s done, we can start moving forward with the renegotiation with the United States, and we really are looking forward to that process.”
In a complex and globally connected industry, even small shifts in policy have major ripple effects. Moto Canada’s members import from 16 countries. Only one OEM, BRP, manufactures motorcycles and snowmobiles domestically in Quebec. “Half of our OEMs produce in the United States,” notes French. “Of the 140,000 vehicles that come to Canada [and are] purchased by Canadians every year, about 40,000 of those are produced in the United States and shipped to Canada under the Canada US Mexico free trade agreement.”
Adding to the challenge is the fragility of the dealer network.
“Motorcycles are not being shipped from the United States to Canada right now because of the tariffs,” says French. “OEM dealers are doing okay on inventory because they were [in a] pretty good position to start the year, but that’s not going to last forever. And the longer this goes, the more difficult it becomes for both the OEMs and the dealers.”
And it’s not just a supply problem. Consumers are increasingly cautious with how they spend.
“It also becomes more difficult for consumers who are quite concerned about their disposable income,” French explains. “Recreational vehicles and power sports are not a necessity, usually. So that’s something that people are being very careful about right now, until they understand more what the future holds.”
Looking ahead, Moto Canada is hopeful that the regulatory landscape will stabilize and offer clarity to the businesses and consumers who rely on the powersports industry.
“Everybody’s trying to get through this current period, but also [has] an eye on what the future is going to look like and where they need to place their bets,” says French.
Moto Canada is the nation’s leading industry association representing the interests of the world’s best powersports brands — including Arctic Cat, Argo, Aprilia, BMW Motorrad, BRP, Can-AM, Ducati, GasGas, Harley-Davidson, Honda, Husqvarna, Indian Motorcycles, Kawasaki, KTM, MV Agusta, Moto Guzzi, Piaggio, Polaris, Royal Enfield, Suzuki, Triumph, Vespa and Yamaha. Moto Canada members represent more than 90 percent of the powersports industry in Canada, generating $17.3 billion in economic activity and supporting over 88,000 Canadian jobs.
