The latest Retail Insider articles explore critical shifts in Canadian retail, including rising food prices from global conflicts, a continued decline in new business openings, and premium retail expansions like Michael Hill’s new flagship in Vancouver. These developments highlight operational and economic pressures retailers face amid evolving consumer demands and cost challenges. Below are these stories along with Canadian Retail News From Around the Web.
Opening day at Uniqlo Union Station. Image: Joel John
Global apparel retailer UNIQLO has confirmed the opening date for its first store in Winnipeg, marking a significant milestone in its Canadian growth strategy. The company will open its debut Manitoba location at CF Polo Park at 10:00 am on May 15, 2026, with a second store planned for the city later in the year as part of a broader UNIQLO Winnipeg expansion.
The CF Polo Park location will span more than 18,000 square feet and offer the brand’s full LifeWear assortment for men, women, and children. The opening represents UNIQLO’s first entry into Manitoba after nearly a decade of steady expansion across Canada.
To mark the launch, UNIQLO has organized a series of opening weekend events designed to engage the local community. Festivities will include a ribbon-cutting ceremony, a taiko drumming performance by Hinode Taiko, and complimentary food and beverages from Winnipeg-based businesses.
The first 500 customers will receive a commemorative tote bag, while early visitors will also be offered cookies from Gunn’s Bakery and coffee from Little Sister Coffee Maker. Additional programming includes a Japanese-style Garapon prize wheel, offering a range of giveaways such as local products and branded merchandise.
UNIQLO has also partnered with local businesses and artists to create a Winnipeg-inspired collection of T-shirts and totes, reinforcing its strategy of embedding stores within local cultural contexts.
Screen shot of level 2 of CF Polo Park in Winnipeg, via Cadillac Fairview
Second Winnipeg Store Planned for 2026
In addition to the CF Polo Park store, UNIQLO has confirmed plans for a second Winnipeg location at St. Vital Centre, expected to open later in 2026. The store will occupy a large-format space previously held by a department store, reflecting a broader trend of international retailers backfilling vacancies left by legacy anchors.
This dual-store approach signals a deliberate strategy to establish immediate market presence in Winnipeg, rather than testing the market with a single location. The UNIQLO Winnipeg expansion is also expected to include local hiring initiatives, supporting store operations and customer experience delivery.
Jeff Berkowitz of Aurora Realty Consultants represents UNIQLO as broker in Canada, and negotiated the lease deals on behalf of the retailer.
A Decade of Canadian Growth
UNIQLO entered Canada in 2016 with flagship stores at CF Toronto Eaton Centre and Yorkdale Shopping Centre. Since then, the retailer has expanded across major urban markets including Vancouver, Calgary, Edmonton, and Montreal, followed by secondary cities such as Ottawa, Quebec City, and Victoria.
The brand has focused on measured growth, leveraging large-format retail spaces and tailoring its product offering to Canadian climate conditions. Its emphasis on technical apparel, including HEATTECH and AIRism, has resonated with consumers across diverse seasonal environments.
As of 2026, UNIQLO operates more than 35 stores in Canada, supported by a growing e-commerce platform that has helped build demand in regions prior to physical store entry.
Inside the new Uniqlo store at Royalmount in Montreal. Photo: Uniqlo
Strategy Reflects National Retail Positioning
The move into Manitoba effectively bridges UNIQLO’s eastern and western Canadian operations, reinforcing its position as a truly national retailer. The company’s ability to secure prominent retail spaces and align with evolving shopping centre strategies has been a key driver of its success.
Globally, UNIQLO operates more than 2,500 stores and is part of Fast Retailing, one of the world’s largest apparel companies. The brand continues to focus on large-scale store openings in key markets, supported by an integrated online and offline retail model.
The Retail Council of Canada has announced that Sandra Sanderson, Chief Marketing Officer at Empire Company Limited and Sobeys Inc., will receive the Canadian Grand Prix Lifetime Achievement Award, recognizing her decades of leadership and contributions to the retail industry in Canada.
The award will be presented on June 3, 2026, at the Canadian Grand Prix Awards Gala in Toronto, held as part of RCCSTORE26, the organization’s flagship annual conference.
Sandra Sanderson brings a rare breadth of experience across both consumer packaged goods and retail, having held senior marketing roles at global and national organizations including Procter & Gamble, Kraft, and Coca-Cola before transitioning into retail.
Her subsequent leadership roles included positions at Canada Post, Danier Leather, Shoppers Drug Mart, Walmart Canada, and White House Black Market. This cross-sector experience has given Sanderson what industry observers often describe as a “360-degree” view of the Canadian consumer.
That perspective has become particularly valuable in an era where retailers must balance physical store strategy, digital engagement, and evolving customer expectations.
Driving Transformation at Empire and Sobeys
At Empire, Sanderson has played a central role in the company’s multi-phase transformation over the past seven years. As Chief Marketing Officer, she has led efforts to modernize marketing capabilities and better align the business with changing consumer behaviours.
A key initiative under her leadership has been the launch and growth of Scene+, a loyalty program that now counts more than 15 million members across Canada. The program reflects a broader industry shift toward data-driven customer engagement and ecosystem-based loyalty strategies.
Sanderson also led the development of a Marketing Technology & Digital Center of Excellence, positioning Empire to better integrate data, personalization, and digital marketing capabilities across its portfolio of banners, which include Sobeys, Safeway, IGA, Thrifty Foods, Foodland, FreshCo, and Lawton’s.
In addition, she has overseen Empire’s entry into the retail media space through the launch of Empire Media+, an area that continues to see rapid growth globally as retailers monetize their first-party data and digital platforms.
Purpose-Driven Leadership and Community Impact
Beyond commercial strategy, Sanderson has emphasized the role of retail organizations in supporting communities. Under her leadership, Empire developed a new community investment strategy, including initiatives focused on child and youth mental health.
She also led the company’s involvement as the Official Grocer of Team Canada, including the “Feed the Dream” Olympic and Paralympic campaigns, which positioned the retailer as a national partner supporting athletes and communities alike.
This combination of commercial leadership and community engagement reflects a broader trend within Canadian retail, where purpose-driven strategies are increasingly integrated into brand positioning.
Industry Recognition and Influence
Sanderson’s recognition by RCC adds to a long list of industry honours. She received the Canadian Marketing Association Lifetime Achievement Award in 2025 and was inducted into the American Marketing Association Hall of Legends in 2023.
She has also been named Marketer of the Year multiple times and continues to contribute to the industry through board roles, mentorship, and academic engagement, including serving as a guest lecturer at Ivey Business School.
Her influence extends beyond her executive role, particularly in shaping the next generation of marketing leaders in Canada.
Recognition Among Industry Leaders
The RCC Lifetime Achievement Award places Sanderson among a group of notable Canadian retail leaders, including past recipients such as Margaret Hudson of Burnbrae Farms, Dino Bianco of Kruger Products, Carmen Fortino of METRO Inc., and Gary Wade of Unilever Canada.
The award recognizes individuals who have demonstrated long-term service, innovation, and leadership within the retail and grocery sectors, reflecting the industry’s emphasis on both performance and community impact.
As the retail landscape continues to evolve, Sanderson’s career highlights the increasing importance of integrated marketing, data-driven strategy, and purpose-led leadership in shaping the future of Canadian retail.
In the face of this pressure, consumers are increasingly worried about the impact of the war in Iran on food prices. While there is currently a ceasefire in place, it appears fragile, and oil and fertilizer prices will be slow to fall.
The conflict will undoubtedly have an impact on food prices, but in the short term it will likely be fairly small. If the disruption lasts longer, we could start to see more significant price increases.
The consumer price index of food from 2016 to 2025. (Statistics Canada)
Unlike previous shocks, Iran is not a major food exporter, and no Canadian food imports pass through the Strait of Hormuz. Instead, any impact on food prices will come indirectly through rising petroleum prices driven by uncertainty around oil infrastructure in the Middle East and disruptions to the strait.
Fuel is only one component of transportation costs, so increases are not reflected one-to-one on food prices. There are, however, significant differences across food categories.
Fresh fruits and vegetables are the most exposed food category to transportation costs. (Unsplash)
These products travel long distances and require refrigeration, which can be up to 30 per cent more expensive than dry freight by truck and three times more expensive than dry freight by sea.
Taking into account seasonal variation and Canada’s geography and location, transportation could represent 10 to 15 cents of every dollar spent on fresh produce this time of year. As a result, prices for imported fruits and vegetables could rise quickly in grocery stores.
These effects should moderate in spring as transport distances shorten, the weather warms and production moves closer to domestic markets. Smaller increases may also occur in other less processed foods like meat, which are heavy and also require refrigeration.
There is, however, a risk of fertilizer shortages since 25 per cent of the world’s urea flows through the Strait of Hormuz.
In practice, shortages are unlikely in Canada. Western Canada exports more than 700,000 tonnes of urea, with most of it going to the U.S., while Eastern Canada imports similar volumes from regions outside the Middle East. Prices will likely be higher, but supply constraints should be limited.
Farmers, rather than consumers, are likely to bear the brunt of higher fuel and fertilizer costs. Because commodity prices are determined by global supply and demand, farmers have limited ability to pass higher input costs down the supply chain.
Typically, crop and fertilizer prices move in tandem, allowing higher costs to be at least partially offset by higher returns. For example, the most recent fertilizer price spike followed Russia’s invasion of Ukraine, which also drove up commodity prices amid concerns about reduced wheat production from a major growing region.
The third mechanism is the more diffuse effect of petroleum-based products used in food supply chains. Plastics and many chemicals are derived from petroleum, so higher oil prices will increase the cost of producing these goods.
Higher production costs in food processing are typically passed on to consumers through food processing and packaging. As a result, a sustained increase in oil prices will gradually scatter through the food value chain.
A muted impact on fuel prices — for now
The war in Iran will undoubtedly affect prices, particularly through higher fuel costs that are already affecting transportation and other energy-intensive sectors.
However, this may be one of the few instances in recent years where food inflation trails general inflation. The war in Ukraine had a more dramatic impact on food prices because Ukraine is a major exporter of food, and that food disappeared from the market.
By contrast, the effects of the conflict in Iran are more indirect and will take time to work through the system.
If the war in Iran persists, however, it could have profound global impacts, with most of them extending beyond food prices. The duration of the conflict is the primary consideration for what the longer-term impact will be on food prices.
About the Authors:
Michael von Massow is a Professor of Food Economics at the University of Guelph.
Alfons Weersink is a Professor, Dept of Food, Agricultural and Resource Economics at the University of Guelph
GALION COMPLETES THE LARGEST ACQUISITION IN ITS HISTORY WITH THE PURCHASE OF FIVE RONA AND RONA L’ENTREPÔT STORES ON MONTRÉAL’S SOUTH SHORE (CNW Group/Galion)
Quebec-based real estate company Galion has completed the largest transaction in its history with the acquisition of five large-format RONA and RONA L’Entrepôt stores located on Montréal’s South Shore, for an amount exceeding $100 million.
The acquired properties are located in Saint-Bruno-de-Montarville, Brossard, Granby, Beloeil, and Saint-Hyacinthe.
Marking a key strategic milestone for Galion, this initiative adds 620,000 square feet to its portfolio, said the company on Wednesday.
Following this transaction, Galion’s real estate portfolio now includes 73 properties across Québec. The company’s assets are now approaching $1 billion, and the organization clearly states its ambition to double this value in the short term, it said, adding its portfolio includes office space, retail space, light industrial properties, and gas stations, reflecting a strong and structured diversification strategy across Québec.
“This acquisition marks a turning point in Galion’s history. Not only is it the largest transaction we have completed, but it also allows us to continue our entry into the large-format retail segment, a strategic market offering strong growth prospects,” said Yves Sanscartier, President of Galion.
Yves Sanscartier
“These acquisitions are fully aligned with our vision of sustained and disciplined growth. They strengthen the quality and diversification of our portfolio while consolidating our presence on Montréal’s South Shore, a dynamic and attractive market. We see strong long-term value creation potential,” he added.
Founded on an entrepreneurial approach and active asset management, Galion now employs 42 people and continues to expand with determination. This transaction confirms its position as a leading real estate player in Québec and demonstrates its commitment to accelerating its development in the coming years. It is worth noting that Galion was created by accomplished Québec entrepreneurs who have succeeded in various sectors and have chosen to reinvest in Québec to create value, said the company.
“The acquisition of the five RONA and RONA L’Entrepôt stores strengthens Galion’s presence on the South Shore, where it owns other properties, notably in Brossard with the Jonxion project completed a few years ago, located at the corner of Lapinière and du Quartier boulevards. This complex of four office towers, totaling nearly 500,000 square feet, has an occupancy rate of 98% and is home to prestigious tenants such as Beneva, Hydro-Québec, General Electric, Vinci Construction, CYME International, OACIQ, Raymond Chabot Grant Thornton, Fédération des Caisses Desjardins du Québec, etc.,” it said.
More businesses in Canada have closed than opened for six consecutive quarters, and more than half (55%) of small business owners say they would not recommend starting a business right now, according to new research by the Canadian Federation of Independent Business (CFIB).
The entrepreneurial drought, a sustained period of four or more quarters where business exits outpace new business entries, has been ongoing since early 2024. While the overall trend of business creation in Canada has been declining since mid-1980s, openings had mostly outpaced business closures. That’s not the case anymore. In the second quarter of 2025, exit rates reached 5.6%, while entry rates fell to 4.8% in Q4 2025, marking some of the highest closure rates and weakest startup activity outside the pandemic, added Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.
Michelle Auger
“Small businesses have watched governments hand out billions of dollars to multinationals while ignoring the realities on Main Street. Governments need to wake up. If we want a more productive and competitive economy tomorrow, we need more small businesses today,” said Michelle Auger, CFIB director of trade and marketplace competitiveness. “Small business priorities should be government priorities. That means reducing taxes, cutting red tape, and promoting investment and entrepreneurship across the country.”
The challenges behind the entrepreneurial drought go beyond business entry and exit trends. Two‑thirds of small firms said they feel unsupported by their provincial governments, only 3% strongly believed their government had a clear vision for entrepreneurship, while 73% are not confident in the federal government. High costs, tax and payroll pressures, complex rules, red tape, and ongoing labour challenges against a backdrop of persistent global uncertainty, all make entrepreneurship more difficult and less attractive, explained the CFIB.
Brianna Solberg
“Canada’s economic foundation is crumbling. Governments need to stop just papering over the cracks and really refocus efforts on policies that improve the small business environment,” said Brianna Solberg, CFIB’s director for the Prairies and the North. “We cannot afford to regulate ambition out of our economy. When more than half of current small business owners are telling you they wouldn’t recommend starting a business, it’s time to listen.”
Part 2 of CFIB’s entrepreneurial drought report series: “Fixing Canada’s Shrinking Business Landscape” will be released on April 18. Part 2 will provide practical recommendations for governments to help end Canada’s entrepreneurial drought.
A newly released report from the Canadian Federation of Independent Business, published April 8, 2026, points to a growing crisis for independent retailers across the country, as rising crime and underreporting reshape the realities of operating on Main Street.
The latest data highlights a widening disconnect between official crime statistics and what business owners are experiencing daily. Half of Canadian small business owners report that crime has increased in their community over the past year, while only 2% say it has declined.
A Growing Gap Between Data and Reality
The CFIB findings suggest that traditional crime metrics may not fully capture the scale of the issue. While some major crime categories have declined in certain urban markets, retail-focused crimes continue to trend upward.
Shoplifting under $5,000 has surged 66% since 2014 and has now risen for four consecutive years. At the same time, Theft Over $5,000 was the only major property crime category to increase in the most recent reporting period, rising 8.4% year over year.
For retailers, the frequency of incidents matters more than severity. Many describe a constant stream of low-value theft that accumulates into significant financial loss and operational strain.
Safety Concerns Are Reshaping Retail
The impact extends beyond financial performance. Nearly half of small business owners, 49%, now report concerns about their own physical safety and that of their staff.
Retailers are responding by changing how they operate. Some have introduced locked-door entry systems, while others are limiting staff from working alone. These adjustments are designed to reduce risk, though they often come at the expense of customer experience and accessibility.
The result is a retail environment that is becoming more controlled and, in some cases, less inviting for shoppers.
The Rise of “Security Inflation”
A notable trend emerging in 2026 is what industry observers describe as “security inflation,” where retailers are significantly increasing spending on loss prevention and safety measures.
Small businesses are investing in surveillance systems, reinforced fixtures, and in some cases, body-worn cameras for staff. This marks a shift toward more aggressive deterrence strategies that were previously limited to large chains or law enforcement.
At the same time, retailers report an average profit shrink rate of approximately 1.5%, nearly double pre-pandemic levels. These losses, combined with rising security costs, are placing additional pressure on already thin margins.
Organized Crime and Cross-Border Networks
Beyond individual incidents, organized retail crime continues to expand in scale and sophistication. Ongoing enforcement efforts such as Project Sommes, launched in August 2025, are targeting coordinated theft networks that move stolen goods across jurisdictions and international borders.
These operations highlight the complexity of the issue, as retailers face both opportunistic theft and organized criminal activity.
Underreporting and the “Statistics of Silence”
The gap between reported crime and lived experience is further reinforced by new data from the Save Our Streets coalition, a growing advocacy group focused on public safety concerns.
Recent findings indicate that 71% of crime victims in British Columbia did not report incidents to police, largely due to a lack of confidence in the justice system. Additionally, 73% of residents say crime and public disorder are affecting their quality of life, while 85% of small business owners in the network believe their taxes are not translating into improved safety.
This phenomenon, often described as the “statistics of silence,” suggests that official crime data may significantly understate the true scale of retail-related incidents.
Policy Pressure Builds Across Canada
The CFIB is urging governments to respond with more coordinated and effective measures. These include stronger consequences for repeat offenders, improved police response times, and financial supports such as security rebates to help businesses manage risk.
Industry stakeholders emphasize that small businesses are deeply embedded in their communities. However, the ongoing strain from crime is contributing to burnout among owners and, in some cases, decisions to close or scale back operations.
A Structural Challenge for Main Street
Retail crime in Canada is increasingly being viewed as a structural issue rather than a temporary disruption. The combination of rising theft, underreporting, and escalating security costs is creating a challenging environment for independent retailers.
As more businesses adjust their operations to prioritize safety, the broader implications extend beyond individual storefronts to the vitality of commercial districts and local economies.
Without meaningful intervention, the pressure on Canada’s small business sector is expected to continue, reshaping the future of retail at the community level.
If product strategy is the foundation of luxury, retail execution is the proof.
Luxury retail does not succeed because a store is beautiful. It succeeds because the experience is repeatable, disciplined, and emotionally precise. Clients may walk in for a handbag, but they return because of how the space made them feel.
To understand how luxury retail actually works, we have to move beyond architecture and into systems.
In an interview, Douglas Mandel, former VP of Dior who led Canada and a veteran global luxury executive, outlines the operational discipline behind luxury retail execution. His perspective reveals that behind every seemingly effortless boutique lies a structured playbook.
For Canadian brands scaling stores domestically or expanding internationally, this distinction matters. Luxury may feel intuitive. In reality, it is engineered.
When a Store Becomes a Story
Douglas Mandel
“There’s a moment, just before the doors open, when everything goes still,” Mandel says of flagship launches.
The floors are polished. The scent calibrated. The lighting refined. What began as a sketch or moodboard becomes a living embodiment of the brand.
A flagship store is not simply a commercial site. It is narrative made physical.
Luxury retail execution begins with immersion. Every material, sound, and surface communicates intention. The architecture becomes part of the storytelling. The service becomes theatre.
For Canadian luxury corridors, whether in Toronto’s Yorkville, Vancouver’s Alberni Street, or Montreal’s Royalmount, the flagship must do more than transact. It must anchor the brand locally while reflecting global standards.
However, storytelling alone is insufficient. Emotion must be supported by operational rigour.
The Competitive Moat: Retail Playbooks
One of the most overlooked realities of luxury retail is that scaling without structure leads to inconsistency.
“Unless you’re part of a mega-brand group with decades of infrastructure, most luxury retail brands don’t scale, they scramble,” Mandel observes.
What works in store number one does not automatically work in store number ten.
This is where retail playbooks become essential.
A luxury retail playbook transforms instinct into infrastructure.
It documents how stores open and close, how staff greet clients, how product is packaged, how clienteling follow-up occurs, and how performance is measured.
Luxury is emotional. It is also operationally precise.
Consistency protects brand equity. A fragrance wrapped with care in Vancouver must feel identical in ritual to one wrapped in Miami. A store opening in Montreal must deliver the same hospitality standards as one in London.
Without a documented operating system, store managers invent their own versions of excellence. The result is variability.
Luxury retail execution depends on repetition at the highest level.
Women’s second floor ready to wear at Loro Piana, 111 Bloor St. W. in Toronto. Photo: ETHAN ESPIRITU/Loro Piana
Why Physical Stores Matter More Than Ever
In a time defined by digital saturation, inflation pressures, and shifting acquisition costs, opening a physical store may appear risky. Mandel argues the opposite.
For luxury brands, stores are no longer optional. They are proof of value.
In-person conversion rates remain significantly higher than digital. Clients treat luxury stores as sanctuaries, places to reconnect with craftsmanship and experience tactile reassurance.
“Trust is built in person,” Mandel says.
In Canada, where e-commerce penetration is high but luxury remains experiential, physical retail anchors credibility. Hospitality, texture, lighting, and staff presence communicate worth in ways websites cannot.
Luxury retail execution therefore requires viewing stores not as distribution points, but as brand assets. They function as showroom, salon, and studio simultaneously.
The smartest luxury brands in 2026 will use stores to deepen client relationships, not merely to increase revenue per square foot.
Former Fendi pop-up in Toronto. Image: Fendi (2022)
The Pop-Up as Strategic Laboratory
Pop-ups have evolved beyond temporary installations.
“A successful pop-up isn’t just a beautiful space. It’s a controlled test of your brand’s story, service, and scalability in real time,” Mandel says.
Too often, brands treat pop-ups as marketing stunts. In luxury retail execution, they are laboratories.
A pop-up can validate pricing, product mix, client flow, and staff performance before committing to a long-term lease.
It can test a new market without overexposure. It can refine service rituals before scaling.
Mapping the client journey inside a pop-up becomes critical. The space must include a hero moment, an engagement zone, and a conversion point. Staff must be trained as ambassadors, not temporary sales help.
Data capture is equally important. Conversion rates, sales per hour, CRM enrollment, and product heat mapping transform the pop-up from spectacle to strategy.
For Canadian brands entering new provinces or testing U.S. expansion, pop-ups offer structured experimentation. Luxury retail execution thrives when experimentation is disciplined.
Systems Behind the Magic
Luxury retail appears effortless. Behind the scenes, it is structured.
These elements are not glamorous. They are essential.
A luxury retail playbook ensures that brand culture scales without dilution.
It protects identity as growth accelerates. It empowers teams to perform consistently at luxury standards.
For growth-stage Canadian brands, this infrastructure can mean the difference between sustainable expansion and operational strain.
Retail execution is not about micromanagement. It is about clarity.
When expectations are documented and rituals are defined, teams gain confidence. Leaders gain visibility. Investors gain predictability.
Luxury retail works because magic is repeatable, Mandel says.
Men’s designer area ON3 in Holt Renfrew at 50 Bloor St W in Toronto. Photo: Craig Patterson
What This Means for Canada
Canada’s luxury ecosystem continues to mature. International brands are deepening their presence. Domestic brands are testing physical retail. Developers are investing in experiential corridors.
As this environment evolves, luxury retail execution will differentiate leaders from followers.
The brands that thrive will treat store openings as storytelling opportunities. They will implement playbooks before scaling. They will use pop-ups as laboratories rather than photo opportunities. They will recognize that physical retail builds trust in ways digital cannot.
Luxury retail does not succeed by accident. It works because the story is intentional, the systems are disciplined, and the experience is consistent.
Behind every polished floor and calibrated scent lies a framework.
That framework is what makes the magic possible, according to Mandel.
Première Vision Montréal will return to the Grand Quay at the Port of Montréal on April 21 and 22 for its second edition, building on the momentum of its inaugural event and reinforcing Montreal’s position as a key hub in the global fashion ecosystem.
The event will once again bring together textile manufacturers, suppliers, designers, brands, and industry professionals, offering a platform for collaboration, sourcing, and knowledge-sharing across the fashion value chain.
The return of Première Vision Montreal follows a successful debut that welcomed more than 100 exhibitors and approximately 2,300 industry professionals. That turnout signaled strong demand for a North American edition of the globally recognized trade show and highlighted Montreal’s strategic importance within the industry.
Organizers say the second edition will continue to expand the event’s presence in North America while strengthening connections between European and North American markets. As global supply chains evolve, events such as Première Vision Montreal are increasingly viewed as critical touchpoints for industry alignment and innovation.
Focus on Innovation, Sustainability, and Digital Transformation
Beyond the exhibition floor, Première Vision Montreal will feature a program of conferences and workshops addressing some of the most pressing issues facing the fashion industry today.
Topics will include textile innovation, material circularity, sustainability best practices, and digital transformation. Industry leaders, designers, and entrepreneurs are expected to share insights on emerging trends and strategies for navigating ongoing structural changes within the sector.
The programming reflects a broader shift in the fashion industry toward more sustainable production methods and digitally enabled supply chains, areas where collaboration across markets has become essential.
Première Vision Montreal. Photo: Knitting Industry
Strengthening Montreal’s Role in the Global Fashion Industry
Industry leaders say the return of Première Vision Montreal represents a significant milestone for Quebec’s fashion and apparel ecosystem.
“Première Vision’s return to Montréal marks a structuring milestone for the fashion and apparel ecosystem,” said Mathieu St-Arnaud Lavoie, Executive Director of Montreal’s fashion cluster. “At a time when global supply chains are being reshaped, anchoring Première Vision in Montréal represents a strategic lever to strengthen the international competitiveness of Québec companies, showcase local expertise, and consolidate a stronger, more integrated and forward-looking fashion and apparel sector.”
Montreal’s leadership also views the event as validation of the city’s growing influence on the international stage.
“I am delighted that Montreal is hosting Première Vision for the second consecutive year,” said Soraya Martinez Ferrada. “Since the creation of the fashion cluster in 2015, our metropolis has become a hub for the fashion industry, where creativity meets innovation, from design to retail. Montreal is among the international cities shaping the future of fashion, and we can be very proud of that.”
A Global Platform with Expanding North American Presence
Founded in 1973, Première Vision is recognized as a global leader in organizing trade shows for the fashion industry. The organization connects stakeholders across textiles, leather, accessories, and finished products, serving as a platform for discovering trends, materials, and innovations.
The event is part of the GL events Fashion Division, which operates a network of trade shows and industry events across multiple continents. Parent company GL events reported revenue of €1.635 billion in 2024, reflecting the scale and reach of its global operations.
In Montreal, the event also aligns with the objectives of mmode, which aims to unite stakeholders across Quebec’s fashion industry. The sector represents more than 77,000 jobs and over 6,500 companies, spanning designers, retailers, manufacturers, and distributors.
Jewellery retailer Michael Hill has opened a new flagship boutique at CF Pacific Centre in Vancouver, marking the company’s second new-concept flagship store in Canada and reinforcing the country’s growing importance to the brand’s global strategy.
The downtown Vancouver location builds on the momentum of the company’s first Canadian “New Era” flagship, which debuted at Yorkdale Shopping Centre in Toronto in late 2025. Together, the stores signal a broader repositioning of the brand toward a more premium, experience-driven retail model.
Canada Emerges as a Key Growth Market
The opening comes at a time when Canada is playing an increasingly critical role in Michael Hill’s financial performance. Recent results show that the Canadian business has delivered strong sales growth and profitability, helping offset softer performance in Australia and New Zealand.
Canada recorded strong same-store sales growth and continues to narrow the earnings gap with larger international markets. This momentum has positioned Canada as a leading market for testing and refining the company’s evolving retail concept.
As a result, the Michael Hill Vancouver flagship is more than a store opening. It represents a strategic investment in a market that is outperforming others and shaping the company’s future direction.
Micheal Hill CF Pacific Center Boutique. Source: michael-hill.prezly.com
“New Era” Concept Focuses on Experience
The Vancouver store reflects Michael Hill’s “New Era” transformation, which shifts the brand away from its traditional mall-based, promotion-driven approach toward a more aspirational fine jewellery positioning.
The concept emphasizes a sensory retail environment. The store incorporates natural materials such as timber and stone, along with soft lighting and neutral tones inspired by New Zealand landscapes. A signature scent and curated music further enhance the in-store experience. The design work for the Canadian flagships has been undertaken in partnership with Vancouver-based architectural firm Cutler, which is providing architecture and interior design services for Michael Hill across multiple locations in Canada.
Inside, customers can explore a range of offerings including the Pendant Bar, Earring Bar, the 101 Signature Natural Diamond collection, and bespoke LAB. designs. Dedicated consultation areas and wedding band services are designed to support more personalized customer interactions.
In a statement, Chief Executive Officer Jonathan Waecker said the Vancouver flagship represents a major milestone in the company’s growth and reflects confidence in the Canadian market. Chief Marketing Officer Jo Feeney added that the store’s design was intended to balance luxury with accessibility, reinforcing the brand’s positioning around attainable luxury.
Micheal Hill Pacific Center Boutique. Source: michael-hill.prezly.com
Strategic Location in a Tier-One Retail Hub
The decision to open at CF Pacific Centre underscores a broader real estate strategy focused on high-performing urban shopping centres. The Vancouver mall is one of Canada’s most productive retail destinations, attracting both local shoppers and international visitors.
By placing a flagship in this environment, Michael Hill is positioning itself alongside premium and luxury competitors, while elevating its brand perception among a more affluent customer base.
The move also signals a shift away from smaller or lower-performing locations, as the company concentrates resources on fewer, higher-impact stores that deliver stronger sales productivity and brand visibility.
Micheal Hill Pacific Center Boutique. Source: michael-hill.prezly.com
Product Evolution and Changing Consumer Preferences
A key component of the “New Era” strategy is a growing emphasis on lab-grown diamonds and responsibly sourced materials. These products offer more accessible price points while aligning with changing consumer expectations around sustainability.
Michael Hill has committed to sourcing 100 percent responsible gold by 2030, and its flagship stores are being used to educate customers about these initiatives. The Vancouver location showcases these product categories prominently, reflecting their importance to the brand’s future growth.
Expansion Reflects Long-Term Vision
The Vancouver flagship also carries symbolic weight for the company. It follows the passing of founder Sir Michael Hill in July 2025 and is widely seen as part of the realization of his long-term vision for the brand.
Founded in New Zealand in 1979, Michael Hill has grown into an international jewellery retailer with nearly 300 stores. The current transformation represents one of the most significant shifts in its history, as it seeks to move upmarket while maintaining broad customer appeal.
