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Canadian Retail Sales Rise in Early 2025 Amid Tariff and Tax Changes

Government Street in Victoria, BC. Photo: Apple Maps

By J.C. Williams Group

February 2025 witnessed a modest increase in Canadian retail sales, with All Stores growth pegged at 1.0% YOY. This growth extended to discretionary spending with All Stores Less Automotive, Food, and Pharmacies which also saw a 1.0% YOY increase. Several factors influenced these figures, most notably:

  • The Bank of Canada’s decision to maintain interest rates amidst global economic uncertainties,
  • The conclusion of the GST/HST break in mid-February, adding sales tax back to products such as food, beverages, alcohol, and children’s goods. Though we are not yet clear on the full effects of this, initial data findings indicate it had a limited effect, and
  • Emerging US tariff concerns. Announcements began on February 1, 2025 with tariffs of 25% on most Canadian goods, and 10% tariff on oil, gas, and potash. Additionally, on February 10, there was an announcement of a 25% tariff on steel and aluminum products. Canada has also retaliated with tariffs on numerous US goods which has further caused increased concerns to Canadians as this will also raise prices.

Recently, alcohol consumption in Canada has seen a decline, often attributed to shifting preferences towards alternatives like cannabis. However, February defied this trend with a 0.6% YOY growth in Beer, Wine, and Liquor Stores sales. This unexpected increase might be linked to the looming threat of American alcohol being pulled from shelves—a reality that materialized on March 4. Throughout February, consumers may have engaged in precautionary stockpiling, anticipating the removal of American brands. This behavior underscores how geopolitical tensions and trade policies can ripple through consumer habits, prompting temporary shifts in purchasing patterns.

February is synonymous with Valentine’s Day, a period typically marked by heightened jewellery sales, and sales for Jewellery, Luggage, and Leather Goods increased by 11.2% YOY. However, the growth in this sector likely extends beyond romantic gestures. With less travel to the US, Canadians are increasingly favoring local destinations, bolstered by Air Canada’s extensive coast-to-coast representation. Furthermore, Air Canada’s recent alteration to its carry-on policy for domestic flights may have spurred consumers to invest in smaller luggage options. This scenario illustrates how changes in travel policies and preferences can catalyze sales in related retail segments, reflecting a broader shift towards Canadian-centric consumption.

As we dissect February’s retail sales landscape, several questions emerge for JCWG and industry stakeholders:

  • In the context of tariffs and economic uncertainty, how does prioritizing Canadian goods impact consumer sentiment and spending?
  • With the “Buy Canadian” movement gaining traction, are consumers sufficiently informed about which brands are Canadian?
  • What will be the impact of the Hudson’s Bay liquidation, and what ripple effects might this have on the Clothing and Accessories Stores category?
  • How will shopping centres respond to limit the effects of these new large Hudson’s Bay vacancy?
  • In what ways can national tourism bolster Canadian retailers amidst global travel uncertainties?
  • What steps are YOU taking to embrace and promote Canadian products?

Retail Sales by Product Category, Same Month Comparison

Sales for the Month of FebruaryFeb-25Feb-24YOY
All Stores56,894,17256,341,0720.98%
Motor Vehicle and Parts Dealers15,132,77515,068,1220.43%
Gasoline Stations5,845,3185,766,7861.36%
All Stores Less Automotive35,916,07935,506,1641.15%
Food and Beverage Stores11,549,14311,518,9090.26%
Supermarkets and Other Grocery Stores*8,457,3108,373,3161.00%
Convenience Stores571,782635,286-10.00%
Specialty Food Stores779,186780,179-0.13%
Beer, Wine and Liquor Stores1,740,8641,730,1280.62%
Health and Personal Care Stores5,422,4845,211,5674.05%
All Stores Less Automotive, Food, and Pharmacies18,944,45218,775,6880.90%
General Merchandise Stores7,689,1797,428,0193.52%
Furniture, Home Furnishings, Electronic and Appliance Stores3,001,9983,084,749-2.68%
Furniture Stores935,492980,689-4.61%
Home Furnishings Stores578,884601,861-3.82%
Electronics and Appliance Stores1,487,6221,502,199-0.97%
Clothing and Accessories Stores2,599,6962,527,0012.88%
Clothing Stores1,978,5651,924,5142.81%
Shoe Stores246,318265,370-7.18%
Jewellery, Luggage and Leather Goods Stores374,813337,11711.18%
Sporting Goods, Hobby, Book and Music Stores3,141,8673,011,1674.34%
Building Material and Garden Equipment2,511,7122,724,752-7.82%
Miscellaneous Store Retailers2,182,7811,956,60011.56%
Cannabis Retailers404,708386,8064.63%

Retail Sales by Store Category, Year to Date Comparison

Year-to-Date Sales Ending FebruaryFeb-25Feb-24YTD
All Stores116,721,221112,569,5123.69%
Motor Vehicle and Parts Dealers30,910,12029,494,0514.80%
Gasoline Stations11,984,28511,675,3072.65%
All Stores Less Automotive73,826,81671,400,1543.40%
Food and Beverage Stores23,668,74623,096,6732.48%
Supermarkets and Other Grocery Stores*17,470,48516,998,2902.78%
Convenience Stores1,184,3351,270,166-6.76%
Specialty Food Stores1,560,9891,482,2415.31%
Beer, Wine and Liquor Stores3,452,9373,345,9763.20%
Health and Personal Care Stores11,183,09810,566,6565.83%
All Stores Less Automotive, Food, and Pharmacies38,974,97237,736,8253.28%
General Merchandise Stores15,436,26214,704,2124.98%
Furniture, Home Furnishings, Electronic and Appliance Stores6,394,4726,351,8130.67%
Furniture Stores2,029,3452,023,9430.27%
Home Furnishings Stores1,219,9341,180,2863.36%
Electronics and Appliance Stores3,145,1943,147,585-0.08%
Clothing and Accessories Stores5,330,8404,949,1907.71%
Clothing Stores4,140,8553,814,2948.56%
Shoe Stores514,957536,249-3.97%
Jewellery, Luggage and Leather Goods Stores675,028598,64612.76%
Sporting Goods, Hobby, Book and Music Stores6,442,2206,203,7733.84%
Building Material and Garden Equipment5,371,1785,527,836-2.83%
Miscellaneous Store Retailers4,392,5534,027,0049.08%
Cannabis Retailers823,033788,7674.34%

Ecommerce Sales

Feb-25Feb-24
Ecommerce Sales, YTD7,097,6056,397,07310.95%
Ecommerce Sales, YOY3,442,1753,090,37811.38%

Regional Sales, Year to Date Comparison

RegionYear-to-Date, 2025Year-to-Date, 20242025/2024
British Columbia16,375,80315,471,0135.85%
Vancouver8,446,8528,007,9055.48%
Alberta15,437,60214,604,7025.70%
Prairies7,813,5277,371,0826.00%
Ontario43,400,14642,420,1662.31%
Toronto19,481,13219,200,3451.46%
Québec25,233,52724,606,7432.55%
Montréal12,608,31912,329,6522.26%
Atlantic Canada8,016,5817,675,9934.44%
Territories444,035419,8145.77%

Thank you JC Williams Group for this report.

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Peace Bridge Duty-Free Store Placed Into Receivership

Photo: Peace Bridge Duty Free

One of Canada’s most prominent duty-free retailers has entered receivership, as the Ontario Superior Court of Justice ordered a takeover of Peace Bridge Duty Free Inc., the long-standing operator of the duty-free shop at the Peace Bridge crossing between Fort Erie, Ontario, and Buffalo, New York.

In an order issued on April 17, 2025, Justice Jessica Kimmel appointed msi Spergel inc. as receiver over the retailer’s assets. The decision follows mounting financial challenges and substantial debt owed to creditors, including the Royal Bank of Canada (RBC) and the Buffalo and Fort Erie Public Bridge Authority, the landlord for the store.

Mounting Debts Spark Receivership Proceedings

The action comes after RBC filed an application earlier this year, claiming Peace Bridge Duty Free owes approximately $3.3 million in outstanding debt. Simultaneously, the Buffalo and Fort Erie Public Bridge Authority asserts that the retailer is in arrears of up to $17 million in unpaid rent and other obligations under the lease agreement.

According to court documents, Peace Bridge Duty Free Inc. has operated the high-profile store for more than 30 years, serving both Canadian and American travellers. The duty-free shop, situated at one of the busiest land crossings in Canada, was historically open 24 hours a day and employed around 90 staff members.

Despite its prime location and longstanding operations, the retailer has struggled financially in recent years, burdened by declining cross-border traffic and growing operational costs.

Lease Terms and Financial Obligations

Peace Bridge Duty Free’s current lease, signed on July 28, 2016, is scheduled to expire in October 2031. The lease mandates a minimum base rent of $4 million annually, equivalent to $333,333 per month, in addition to payments for sales taxes, property taxes, operating costs, and utilities.

The court filings revealed that despite arguments from the retailer suggesting the amounts owed are somewhat lower, the debt remains in the millions. As a result, the appointment of a receiver was deemed necessary to safeguard the company’s assets, manage operations, and pursue a structured liquidation or restructuring process.

Powers Granted to the Receiver

Under the terms of the receivership order, msi Spergel inc. is empowered to take immediate control of all assets and operations of Peace Bridge Duty Free. The Receiver is authorized to:

  • Manage and operate the business.
  • Collect all outstanding receivables.
  • Sell or lease assets with court approval for larger transactions.
  • Initiate or defend legal proceedings as necessary.
  • Oversee the sale or potential liquidation of the business.

The order also stays any legal actions or enforcement measures against the company without court permission and authorizes the Receiver to borrow up to $200,000 to fund ongoing operations, secured by a court-approved charge.

Cross-Border Travel Slump Fuels Financial Woes

The financial troubles facing Peace Bridge Duty Free reflect broader struggles across Canada’s duty-free sector. 

According to U.S. Customs and Border Protection (CBP) data, the number of travellers crossing from Canada into the U.S. plunged by nearly 900,000 in March 2025 compared to the same month the previous year—a 17% year-over-year decline.

Observers attribute the steep drop to escalating political tensions, including President Donald Trump’s intensified trade policies and rhetoric critical of Canada. The decline in cross-border visits has eroded sales at duty-free outlets, which heavily rely on high volumes of cross-border traffic.

The impact has been widespread, but for retailers such as Peace Bridge Duty Free, already facing high fixed costs like minimum lease payments, the collapse in traveller numbers created insurmountable financial strain.

Continuing Operations for Now

Despite the receivership order, the Peace Bridge duty-free store continues to operate for the time being. The appointed Receiver will assess options for the business, which may include selling the assets, negotiating with creditors, or even trying to maintain ongoing operations if feasible.

However, given the magnitude of the debts and the sustained drop in cross-border traffic, significant challenges lie ahead. Sources suggest that if no buyer or restructuring solution emerges, the store’s future could involve liquidation of assets to satisfy creditor claims.

Broader Implications for Duty-Free Retail

The situation at Peace Bridge Duty Free may foreshadow broader challenges for land duty-free operators nationwide. With political instability affecting travel patterns, and increasing operational costs, other border retailers may soon find themselves grappling with similar financial headwinds.

The Peace Bridge Duty Free store, once a bustling 24-hour operation symbolizing the vitality of cross-border commerce, now stands as a cautionary tale of how shifting geopolitical dynamics and economic realities can rapidly upend long-established businesses.

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Shake Shack Canada launches exclusive collaboration with MIMI Chinese in Toronto

SOURCE Shake Shack Canada (CNW Group/Shake Shack Canada)

Shake Shack Canada is shaking up its menu this spring with a bold and flavour-packed collaboration alongside Toronto’s acclaimed restaurant MIMI Chinese.

From May 13 to May 26, customers can experience this limited-time culinary partnership at all Toronto Shake Shack locations—Yonge & Dundas, Union Station, and Yorkdale Shopping Centre—as well as exclusively on Skip.

Billy Richmond
Billy Richmond

“We’re delighted to partner with MIMI Chinese to launch our first ever chef collaboration in Canada, celebrating the incredible local chef community we have here in Toronto,” said Billy Richmond, Business Director of Shake Shack Canada.

“Through this one-of-a-kind culinary experience, we are proud to introduce three new delicious menu items inspired by our roots in fine dining and emphasis on premium ingredients, which we can’t wait for our guests to enjoy!”

This collaboration brings together Shake Shack’s elevated take on classic comfort food with MIMI Chinese’s modern interpretation of traditional Chinese flavours. Chefs David Schwartz and Braden Chong—culinary leaders behind MIMI Chinese, a Michelin Guide-recognized Toronto hotspot—have infused regional Chinese inspirations into three limited-time creations, said the company.

The limited-edition menu includes:

  • Málà Chicken Sandwich: A fiery take on the Sichuan favourite La Zi Ji, featuring crispy fried chicken topped with MIMI’s house-made chili oil, charred scallion relish, green chili mayo, kosher pickles, and lettuce. The signature (numbing) and (spicy) flavour combination delivers a powerful punch.
  • Shaokao Fries: A street food-inspired dish that elevates crinkle-cut fries with a savoury mix of cumin, chili, and Sichuan peppercorn, served with green chili mayo for dipping.
  • Black Sesame Coconut Shake: A creamy, dessert-style shake blending black sesame paste with vanilla frozen custard. Inspired by traditional Chinese desserts and the nostalgic treat Tang Yuan, it’s a nutty, slightly bitter finish that’s both rich and refreshing.
Shake Shack at Toronto’s Yorkdale Shopping Centre. Photo taken from food court escalators. Photo: Shake Shack

“MIMI Chinese pays homage to one of the world’s oldest and most diverse cuisines,” said David Schwartz, Creative & Culinary Director and Co-Founder of Big Hug Hospitality. “Partnering with Shake Shack gave us the opportunity to share these bold flavours with a wider audience and continue to spotlight regional Chinese food.”

“These collaborative dishes with Shake Shack are an example of how food is constantly evolving; trends and preferences change over time,” added Braden Chong, Executive Chef of MIMI Chinese and Sunnys Chinese. “At MIMI Chinese our priority is to represent Chinese food in the best way we can and this collaboration with Shake Shack is another opportunity to do exactly that.”

In addition to spotlighting culinary creativity, the partnership has a community-driven mission. A portion of proceeds from the collaboration will be donated to Fort York Food Bank, supporting those in the community facing food insecurity, said Shake Shack

This collaboration marks a milestone for Shake Shack Canada, which only opened its first three locations—Yonge & Dundas, Union Station, and Yorkdale Shopping Centre—since entering the market in 2023. The company promises more to come, hinting at further chef collaborations and innovative limited-time menu offerings in the future, it said.

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Champlain Apparel Expands with Harry Rosen Partnership

Photo: Champlain

In just two years, Vancouver-based menswear brand Champlain has emerged as one of the most promising new names in Canadian fashion. From its origins as a showroom concept founded by Jonathan Richard to its debut at national retailer Harry Rosen, Champlain is carving out a niche that blends the casual elegance of the West Coast with timeless metropolitan tailoring.

“Jonathan and I go way back,” said CEO Cameron Conn in a recent interview. “He came from the suiting world and I came from tech, but we both understood that there was a gap in the menswear market for men who didn’t want to live in hoodies, but also didn’t want to wear suits every day.”

Cameron Conn

What began as a direct-to-consumer launch in September 2023 has already expanded into more than 50 retail doors across Canada, with further growth planned for the upcoming fall season.

Filling a Market Gap Between Athleisure and Traditional Tailoring

Champlain’s design philosophy is rooted in versatility and nostalgia. With price points generally under $200—outside of outerwear—the brand aims to provide high-quality, stylish clothing that transitions seamlessly from the office to the weekend.

“There’s so much athleisure and luxury at either end of the spectrum, but not much in the middle,” Conn explained. “We wanted to make clothing that felt classic but still modern—things people already understood, like polos and sweaters, but done in a way that feels relevant and stylish today.”

This mid-market positioning has found resonance not only with consumers but also with major retailers.

Harry Rosen and the Power of a Flagship Partnership

For any menswear brand in Canada, landing on the sales floor at Harry Rosen is no small feat—especially within its first year of operations. Champlain did just that, securing placements in multiple Harry Rosen locations for its Spring 2024 collection.

“To be honest, I didn’t even realize how big of a deal it was,” Conn said. “I had no benchmark. But once we were in, I understood the gravity of it. Getting that kind of distribution validated that we were offering something retailers and customers really want.”

To celebrate, Harry Rosen hosted a public-facing launch event featuring food, beverages, and an Axon Formula 1 race simulator. “It was a great activation,” Conn added. “We wanted people to come in, have some fun, and engage with the brand. Kids would jump in the simulator while their parents shopped. It brought energy to the space.”

Photo: Champlain

Retail Growth: From Independents to Major Chains

In addition to Harry Rosen, Champlain is stocked in Sporting Life stores across Canada and a variety of premium independents, including Plenty and Global Atomic. The brand is also beginning to establish a U.S. presence, though Conn is taking a measured approach given the evolving trade environment.

“We’re in five stores in the States, but we’re not committed to anything major yet. The great thing is we’re still small enough that we’re nimble. We’re not overleveraged,” he said.

Conn estimates that by fall, Champlain will be in about 80 doors total, including deeper commitments from current partners.

West Coast Casual Meets Montreal Sophistication

Though based in Vancouver, Champlain’s design influences stretch across the country. Richard, who hails from Montreal and has a background in suiting, brings a tailored sensibility to the collection. Conn noted that their customer is often someone seeking a middle ground—polished, but not overly formal.

“Jonathan was selling suits to guys who didn’t need to wear suits anymore. They were asking, ‘What now?’” Conn said. “We wanted to bring back the essence of those classic items—like the polo shirt—not just as casualwear, but as elevated pieces.”

The result is a brand that plays with heritage silhouettes—rugby shirts, varsity jackets, chunky knits—and recasts them in refined, wearable ways.

Photo: Champlain

Behind the Brand: Manufacturing and Sourcing

When Conn joined Champlain, one of his first priorities was to visit the factories. The brand manufactures primarily in China, with some product out of Turkey and Portugal. “For an emerging brand, China gave us the best quality-to-cost ratio,” he said. “But I wanted to see it for myself. It’s a family-run operation, and we’ve built a strong relationship.”

That relationship could evolve depending on trade policy. With rising uncertainty around tariffs—particularly from the U.S.—Champlain is exploring alternatives. “We’re in talks with larger distribution companies that have access to multiple global factories,” said Conn. “Flexibility is going to be key.”

He added that Champlain has so far absorbed additional tariffs and duties, rather than passing them on to American consumers. “It costs less to eat the fee than to deal with a returned item and reprocessing. And it leaves the customer with a better experience.”

Balancing Style with Business Fundamentals

As a former tech entrepreneur, Conn brings an operational discipline to Champlain’s rapid growth. Reducing liabilities and managing currency risk have been top priorities—particularly as the Canadian dollar has fluctuated.

“The exchange rate hit us hard on a payment cycle,” he said. “Now we’re holding U.S. dollars from U.S. customers so we can hedge better against swings in the dollar when paying Chinese suppliers.”

That pragmatism extends to product strategy as well. Champlain plans to expand into shorts, chinos, and cargos in 2026, but will avoid overextending its SKU count. A women’s line is also being considered, though Conn is cautious.

“We’ve just figured out the men’s body. Women’s is a whole different ballgame,” he said. “We’ll design it and keep it in our back pocket until we’re confident in the execution.”

Photo: Champlain

Vision for the Future: Wholesale First, DTC Second

While many new brands start online and dream of flagships, Champlain is intentionally focused on being a strong wholesale partner. The brand was built around a 70-point IMU, which Conn said was critical to appealing to retailers.

“That margin was strategic. It helped us get in the door,” he said. “We want to be good partners. That means providing high-quality product, good service, and solid margins.”

That said, Champlain isn’t ruling out physical retail. “We’ll be opportunistic,” Conn noted. “If the right location opens up at the right time, we’ll consider it. But for now, our growth is through retail partners.”

Charting Global Expansion Amid Uncertainty

Looking ahead, Champlain is carefully weighing international expansion, particularly in the face of shifting trade policies in the U.S.

“Tariffs, de minimis changes, compliance—it’s a lot,” said Conn. “But we’re monitoring what larger players like Temu and Shein are doing. They have the scale and resources to make informed decisions, so we can learn a lot from their moves.”

Conn remains optimistic that trade tensions will stabilize. “I don’t think this will last forever. There will be a recalibration,” he said. “And we’re positioning ourselves to be standing strong when that happens.”

Photo: Champlain

A Young Brand with an Old Soul

Champlain is young, but its roots are deep. Each garment is inspired by pieces that “have always been cool,” from 1960s golf wear to 1980s heritage British outerwear. That sense of continuity, paired with modern execution, is part of what makes the brand stand out.

“We’re not trying to reinvent the wheel,” Conn said. “We’re reviving timeless pieces and making them relevant for today.”

With strong retail support, a growing national footprint, and a thoughtful strategy, Champlain is quickly becoming a Canadian brand to watch—one that reflects where menswear is going and where it’s already been.

“We just want to be the brand that helps guys get dressed and feel good,” said Conn. “That’s it. No ego, no gimmicks—just good clothes that make sense.”

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Maxi expands outside Quebec with 1st New Brunswick store set for Caraquet

Credit- Le Soleil
Credit- Le Soleil

Maxi, Loblaw’s popular discount grocery banner in Québec, is expanding beyond its home province for the first time, with a new store set to open in Caraquet, New Brunswick this fall.

The move signals Loblaw’s continued commitment to offering affordable grocery options to more Canadians, while capitalizing on the strength of the Maxi brand, said the company.

The new store will be located at Place Saint-Pierre and will span 15,000 square feet. Construction is scheduled to begin in June, with the store expected to open later this year. The expansion will also bring a boost to the local economy, creating more than 30 jobs in the community.

Melanie Singh
Melanie Singh

“At Loblaw, we’re always looking for ways to bring value to more communities across Canada, and we believe Maxi offers a wonderful opportunity to do just that in Caraquet,” said Melanie Singh, President, Hard Discount Division, Loblaw. “The strong community values, Francophone heritage, and thriving region resonate deeply with the DNA of the Maxi banner, and we look forward to being part of this community.”

The move highlights Loblaw’s confidence in Maxi’s proven business model, which has made the banner a leader in Québec’s discount grocery space. The model focuses on delivering strong value to consumers without sacrificing quality or freshness, explained the company.

Patrick Blanchette
Patrick Blanchette

Patrick Blanchette, Vice President of Maxi, emphasized what shoppers in Caraquet can expect: “We are coming to Caraquet with our newest concept, which is a simplified and user-friendly shopping experience in a modern and welcoming environment. Maxi is the smart choice for consumers because they will find the freshness, quality, and variety of products they are looking for, all at low prices.”

The announcement has been warmly received by the local community. “The Town of Caraquet is pleased to welcome the first Maxi store outside of Quebec to its territory. This demonstrates the dynamism of our town and the growth of its business community,” said Bernard Thériault, Mayor of the town.

Maxi’s success is driven by its Imbattable price match policy, the PC Optimum™ rewards program, a strong focus on local products, and a constantly evolving product offering. Strategic investments like the Caraquet expansion reflect the brand’s ongoing mission to meet the needs of local customers while maintaining its core values, said Loblaw.

With over 185 stores across Québec, Maxi has been a fixture in the province for nearly 40 years. As part of the Loblaw group—Canada’s largest food and pharmacy retailer—Maxi continues to grow its footprint by offering Canadians more ways to save without compromise.

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Clutch expands physical retail presence across Canada as online car sales accelerate

Source: Clutch
Source: Clutch

Toronto-based online car retailer Clutch is accelerating its expansion across Canada, combining its innovative digital platform with physical retail locations to make car buying as seamless as ordering a pizza.

Canada’s largest online car marketplace recently opened a brick-and-mortar retail space and flagship facility in Mississauga, creating a physical touchpoint that brings its transparent, digital-first experience offline. 

At 111,000 square feet, the facility is the largest vehicle inspection and reconditioning centre in Canada, bringing 400+ new jobs to Ontario. It will power end-to-end operations, ensuring every vehicle meets Clutch’s standards on quality, consistency, and transparency.

Source: Clutch
Source: Clutch

Designed to be both practical and welcoming, the new space is outfitted with Canadian-sourced furniture, customer wood details, and even a kid-friendly area for all customers, whether they’re there to pick up, drop off or just learn more about how Clutch works.

Founded in 2017, the company initially launched in Halifax due to what CEO Dan Park described as “ambiguous regulations on online car retail” in Ontario. After working closely with regulators, Clutch launched operations in Ontario in 2020.

Dan Park
Dan Park

“We’re a Canadian company, founded by Canadians, serving Canadians,” said Park. “So I think that’s an important fact.”

Clutch allows consumers to sell their vehicles directly to the company and buy fully inspected and reconditioned cars online. The platform currently purchases about $2 million worth of vehicles daily.

“We have a very rigorous inspection and reconditioning process,” said Park. “We have several facilities in the country. Our largest is in Mississauga. It’s a 20-acre facility with 100,000 square feet of warehouse space where we bring in the cars. We have Clutch inspectors, Clutch mechanics that certify and recondition those vehicles, and then we put them on a website.”

That site offers what Park calls “an Amazon-like experience where people can really buy a car almost as easy as buying a pizza.”

Clutch’s model also includes a self-built logistics network for vehicle delivery, using branded flatbed trucks to deliver and pick up cars directly from consumers’ homes. But in a move to support education and in-person interaction, the company is expanding its physical retail presence.

“We have a retail concept where people can pick up or drop off cars physically as well,” said Park. “Our main location is in Mississauga. We have one in Etobicoke, and we’re opening one in Markham, in the CF Markville Mall, next month.”

“These are locations where customers can either pick up or drop off vehicles and also receive any information about the company, about our process. Because, truth be told, buying a car online is not exactly familiar to everyone.”

Park said the physical retail locations help bridge that familiarity gap and reflect Clutch’s broader mission to revolutionize how Canadians buy used vehicles.

“It seemed crazy that, in more recent history, there’s no retail brand for used cars in Canada,” he said. “If you think about the U.S., there’s folks like CarMax, there’s large auto groups, there’s Carvana. There was a company called Vroom at the time. There was a bunch of different retail concepts. In Canada, your two options were to go to your local dealership or to meet some stranger in a Walmart or mall parking lot.”

Source: Clutch
Source: Clutch

Clutch now operates locations in Halifax, Vancouver, and across the Greater Toronto Area, with plans to expand further nationwide.

“We’re looking to expand a network across the country,” said Park.

Currently, Clutch is selling 1,200 to 1,300 vehicles per month.

“That gives consumers a very seamless and easy and transparent way to buy a car,” said Park. “The traditional car buying process can take hours and hours. You generally have to spend an entire Saturday or Sunday in a dealership, negotiating with some guy and trying to haggle on the price. Our model is entirely different. Everything is super transparent on our website. The price is the price.”

Financing options are built in, and customers can choose to pay upfront or in monthly installments.

“Behind all of this is a layer of technology, and at its core we are a technology company, building out a retail concept,” said Park.

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Source: Clutch
Source: Clutch
Source: Clutch
Source: Clutch

Stable retail vacancy, lack of new development define Calgary’s retail market: Cushman & Wakefield

The CORE
The CORE

Calgary’s retail vacancy has remained “relatively stable for a long time,” but a growing lack of new development is creating a tighter market in key areas, says Ryan Rutherford, Vice President of Retail Leasing with Cushman & Wakefield

“You know, since I’ve been in the business 15 years, I don’t think vacancy has been above maybe 6%,” said Rutherford. “The only caveat is, during COVID, we thought it shot up to over 10—we weren’t really sure at that time.”

Ryan Rutherford
Ryan Rutherford

According to Rutherford, stability in vacancy rates is directly tied to a scarcity of new construction. “The reason it continues to be stable—and maybe is going down—is the lack of construction, lack of development, lack of new sites. So existing space is becoming more sought after than it ever has been.”

In a recent retail report, Cushman & Wakefield released Five Fast Facts about the Calgary retail market:

  1. Overall vacancy remains stable

Calgary’s overall retail vacancy rate sat at 4.2% as we moved into 2025. The primary source of vacant space in the city continued to be the Central Business District – the Beltline and the Downtown – with 13.5% vacancy. All is not how it seems, however. More on that in Fact #3.

The suburbs, for their part, all posted vacancy rates below 4% with the Suburban North markets clocking-in at 2.7% and those in the Suburban South posting 3.6% overall vacancy. 

  1. Reinvigorated urban activity

Leasing activity began shifting from the suburbs back toward the Central Business District. Tenants began collectively responding to the one-two-three combo of: 1) slowing new construction 2) increased competition for existing spaces and 3) the resulting higher asking rates/operating costs (which include property taxes) in the outer periphery.

In some instances, Calgary’s rates have exceeded Toronto and come second only to Vancouver. 

  1. The basics move the needle 

New mixed-use development and commercial office redevelopment activity remained strong in the Downtown and Beltline. As such, grocery options to feed the growing urban population have become increasingly important.

In March, a 13,000 square foot No Frills opened in the Downtown West End*. Part of a new urban concept, it’s the first urban store in Calgary and the only grocery option north of 9th Avenue. It will serve the ~500-unit development and the surrounding community. 

  1. Buying Canadian, eh?

In the face of U.S. tariffs being applied to Canadian products, a surge in nationalism – prompted a strong ‘buy Canadian’ ethos among consumers.

In many instances, American products such as beer, wine and spirits have been made unavailable for purchase, but at the grocery level, retailers such as Loblaws and Save on Foods have made substantial efforts to identify and promote Canadian producers and Canadian-made products. 

  1. What’s on the horizon?

Calgary witnessed a continuing move toward retail density à la mixed-use development. Notable new examples include the West Village Towers (Cidex Group) in the Downtown and the West District – a master planned community by Truman.

As a result of the City of Calgary’s emphasis on commercial and residential densification, new and pending retail inventory is now almost exclusively an integrated aspect of residential communities and mixed-use developments. 

Rutherford highlighted that certain parts of the city are especially tight: “Southwest, northwest—especially grocery-anchored or big regional shopping centres. There’s still northeast and, of course, downtown and some other pockets that bring it up to that four or five, but really stable overall.”

Downtown Core Shows Renewed Promise

Despite having the highest vacancy among Calgary’s retail submarkets, downtown is showing promising signs of recovery, driven by a combination of office-to-residential conversions and a resurgence of foot traffic.

“There’s more people back to work, more bodies and presence downtown during the day,” said Rutherford. “Also the office residential conversions, I think, are starting to maybe have a bit of an impact and also new development. There’s just more towers being finished now, like West Village Towers.”

He added: “It’s still the highest vacancy we have as far as a submarket in the city, the downtown, but it’s definitely going down.”

When asked if these conversions and new towers will drive more retail to the core, Rutherford was cautiously optimistic.

“I think it will. I think it’ll be a slow decrease in vacancy and slow increase in demand, but I think it’s turning that direction,” he said. “Just more bodies, more people down here, evenings and weekends, will translate to sales, which will support retail.”

Photo by Mario Toneguzzi
Photo by Mario Toneguzzi

Local Retailers Feel Temporary Lift from Buy Canadian Sentiment

Rutherford also weighed in on the current “buy Canadian” sentiment and its impact on emerging and independent retail.

“I think it will [have an impact]. I think some have already noticed it,” he said, referencing a recent article highlighting Canadian EMERGE brand truLOCAL. “Local brands are benefiting from it.”

However, he cautioned against expecting long-term shifts in consumer behaviour.

“I don’t think that it’s sustainable though. I don’t see it continuing on past probably this year. I mean, I think once this election is over, people will probably go back to their typical habits.”

“At the end of the day, people want the things that they want. I think it makes them feel good to do it, but it’s just not a long-term thing, in my opinion.”

Landlords Seeking More, Development Lagging Behind

With new development stalling, landlords are starting to push rents higher, creating new challenges for tenants.

“There isn’t anything being built,” Rutherford said. “The existing centres—the good ones with grocery anchors or the regional shopping centres—are more sought after.”

He added that landlords, particularly large ones, are now seeking annual rent increases, a shift from previous trends.

“We’re seeing landlords asking for annual increases now—rents. They’re asking for, like, two and a half percent a year, in some cases, which is a new trend.”

That pressure is landing squarely on retailers, some of whom are struggling to keep up. “Some tenants just can’t,” Rutherford noted. “We’re kind of at this interesting point here where we need some new development to kind of soften that and bring that down. But right now, landlords are looking at ways to cut costs and looking to get it from the tenants.”

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Toronto’s Adelaide Club launches “Train Canadian” campaign amid growing buy-local movement

Source: Adelaide Club
Source: Adelaide Club

As trade tensions rise and the “buy Canadian” movement gains momentum, a Toronto-based wellness club is taking the patriotic message into the fitness space.

The Adelaide Club, located in the heart of Toronto’s Financial District, has launched its bold new “Train Canadian” campaign—encouraging Canadians to make a local choice not just at the checkout, but in their workout routines as well.

“Canadians are waking up to the idea that our choices—where we shop, what we eat, and yes, even where we sweat—matter,” said Clive Caldwell, CEO of the Adelaide Club. “If we can do without American liquor and take it off the shelves, surely we can do without American gyms. Especially since there are so many great Canadian alternatives.”

Source: Adelaide Club
Source: Adelaide Club

The campaign, which officially launched April 15, is running on social media and out-of-home advertising under the banner “Elbows Up,” calling on Canadians to flex both their muscles and their patriotism. The message is clear: choose Canadian fitness over U.S. chains.

At a time when consumers are increasingly questioning their purchasing decisions, the Adelaide Club is tapping into a growing desire to support local businesses—especially ones with strong community roots and a uniquely Canadian approach to wellness.

“Many of our new members are telling us they’re rethinking all their choices—including where they work out. They want to support local, even when it comes to their health,” said Garth Sinclair, Membership Director at the Adelaide Club.

Source: Adelaide Club
Source: Adelaide Club

The “Train Canadian” initiative is a direct response to the influx of American fitness chains in Canadian cities. But Caldwell believes that Canadian-owned clubs offer something different—and deeply meaningful.

“While American chains . . . have made their mark in cities like Toronto, we believe local clubs such as the Adelaide Club offer a more personalized and community-centric experience,” said Caldwell. “Our campaign calls Canadians to recognize the value in supporting homegrown businesses deeply rooted in our culture and community.”

The Adelaide Club positions itself as more than just a gym—it’s a wellness and social sanctuary, offering luxury amenities, elite personal training, and wellness programs sourced locally. Proudly Canadian and fiercely independent, the club continues to evolve while staying true to its roots.

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Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club

Queen Street Hudson’s Bay Sees Crowds as Liquidation Begins

Bay Street entrance to Hudson's Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson

It was a scene both surreal and poignant this past weekend as thousands of shoppers flooded into Hudson’s Bay’s Queen Street flagship in downtown Toronto, lured by deep discounts amid the historic retailer’s liquidation sale. Starting Friday morning, April 25, clearance signs filled the massive store, spanning an entire city block, with eager bargain-hunters moving from floor to floor.

The heavy foot traffic reflected not just a rush for deals, but also a collective farewell to a brand that has been a part of Canada’s retail landscape for over 350 years. By Saturday afternoon, shelves that had been full just 48 hours prior were visibly bare, with shoppers combing through remaining stock on every level.

Retail Insider visited the store Thursday evening before liquidation officially began. At that time, the store’s stock appeared substantial. However, by Saturday, much of it had been sold, with areas of empty shelving and chaotic racks leaving a stark contrast to the grandeur once associated with the Queen Street location.

Bay Street entrance to Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson
Jewellery department on the ground floor of Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson

Shock and Nostalgia Among Shoppers

The emotional weight of the moment was not lost on customers. Retail Insider spoke with several shoppers who expressed shock and sadness at the store’s closure.

“I’m in a state of shock. I’ve been coming here for decades,” said one woman, who recalled shopping at the store when it was operated by Simpsons prior to Hudson’s Bay’s takeover in 1991. “It’s not just a store. It’s part of the city’s memory.”

Another customer admitted he hadn’t set foot inside a Hudson’s Bay store in years, but came specifically for the liquidation sales. “I’m here to find home goods, kid’s clothes — anything really,” he said. “It’s hard to believe this place is closing.”

Large, bold clearance signage covered the interiors of both Hudson’s Bay and the attached Saks Fifth Avenue store, which is also undergoing liquidation. The sight of “Store Closing” banners and empty racks in the once-mighty Queen Street flagship marked a stark, almost unthinkable shift for the historic retailer.

Busy ground floor of Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson
‘The Room’ luxury women’s fashion department on the 3rd floor of Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson

Staff Share Sadness and Frustration

Sales associates and department managers, many of whom had dedicated years of service to the company, expressed deep disappointment over the closure. Several employees who spoke with Retail Insider criticized Hudson’s Bay’s ownership under Richard Baker.

“It didn’t have to be this way,” said one department manager, speaking on the condition of anonymity. “There was no reinvestment in the stores, no strategy to turn things around. Meanwhile, Baker was making money off real estate sales. We were left to watch the stores crumble.”

Staff reflected on how Hudson’s Bay, once a retail powerhouse, gradually faded due to decisions perceived as prioritizing short-term gains over long-term stability.

Also liquidating: Saks Fifth Avenue in the Hudson’s Bay building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson
Saks Fifth Avenue in the Hudson’s Bay building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

The End for Hudson’s Bay?

The liquidation sales at Queen Street and five other major locations — including downtown Montreal’s Hudson’s Bay, Toronto’s Yorkdale Shopping Centre, Hillcrest Mall in Richmond Hill, and suburban Montreal stores at CF Carrefour Laval and CF Fairview Pointe-Claire — signal a grim reality: the end could be near for Hudson’s Bay as a traditional retailer.

On Wednesday, April 23, Hudson’s Bay announced that the six stores initially excluded from the wider liquidation strategy were now included. This decision came after it became clear that the likelihood of finding a viable buyer to take over Hudson’s Bay operations was slim.

Financial advisor Adam Zalev of Reflect Advisors acknowledged the difficult reality, noting in court filings last week that the continuation of operations at the six locations was “negatively impacting efforts to repay lenders.” He further stated that keeping the stores open without a buyer would only delay the inevitable.

The company, which filed for creditor protection under the Companies’ Creditors Arrangement Act (CCAA) on March 7, is burdened with $1.1 billion in debt and years of declining performance.

Women’s on 2 at Hudson’s Bay Queen Street in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Liquidation Sales Generate Crowds, But Time Is Running Out

Since launching national clearance events in late March, Hudson’s Bay has generated over $235 million in sales across its 74 department stores, two Saks Fifth Avenue locations, and 13 Saks Off Fifth stores. While initial sales were brisk, momentum had slowed until the latest announcement reignited consumer interest.

Friday morning saw a new surge, driven by Hudson’s Bay’s mass email to its customer database with the stark subject line: “You may have heard, we’re closing our doors.” The email also noted the company’s 355-year history — a message that some recipients found jarring and insensitive, given the gravity of the situation.

Still, the weekend turnout at Queen Street suggests that the brand’s deep emotional connection with Canadians remains intact, even as it teeters on the edge of collapse.

Inside the Balmain women’s boutique at Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Real Estate Interest Surpasses Interest in the Brand

Despite hopes that a saviour might emerge, signs point instead to a breakup of Hudson’s Bay’s vast real estate footprint.

While 18 letters of intent were submitted by parties interested in the retailer’s store leases, none expressed an interest in continuing operations under the Hudson’s Bay banner. Industry experts speculate that landlords and institutional investors, including RioCan, are eyeing key properties for redevelopment or subdivision into smaller retail spaces.

Turning the business around would require significant investment. A confidential pitch memo circulated earlier this month to prospective buyers indicated an $82 million first-year investment would be needed, with profitability unlikely for at least two years. It’s unclear if a buyer willing to undertake that level of risk has come forward.

Liquidation signs in the windows of Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Loss of a Landmark: Queen Street’s Decline

The Queen Street Hudson’s Bay store, long considered the crown jewel of the chain, has not been immune to the broader challenges facing department stores. Once a powerhouse generating $220 million annually, its fortunes declined sharply in recent years.

Factors contributing to the downturn included a lack of capital investment, changing consumer shopping habits, and external disruptions like construction of the Ontario Line subway project immediately adjacent to the store.

The deterioration was starkly visible this weekend, as empty shelves and discount banners replaced elegant merchandise displays and bustling departments once associated with the flagship.

Women’s designer salon at Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Art and Artifact Sale Sparks Backlash

Adding to the controversy surrounding Hudson’s Bay’s demise is the company’s plan to auction more than 4,400 pieces from its historical collection, including artifacts dating back centuries and culturally significant items like the 1670 Royal Charter.

While safeguards have been put in place to prioritize Canadian buyers and institutions, the planned auction has drawn sharp criticism. Indigenous groups, heritage organizations, and even federal agencies have raised alarms about the potential loss of national heritage.

Grand Chief Kyra Wilson of the Assembly of Manitoba Chiefs issued a public statement condemning the auction, calling it a continuation of colonial dispossession. Meanwhile, the Canadian Commission for UNESCO’s Memory of the World Committee has called for key artifacts to be transferred to public institutions.

Main floor of Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

What Comes Next

The court-supervised sale process is set to conclude by April 30. As of now, it remains uncertain whether an offer might save some aspect of the business.

In the meantime, Hudson’s Bay is expected to request an interim cash distribution to secured lenders and an extension of the stay of proceedings beyond the current May 15 deadline.

For many Canadians, the closure of the Queen Street Hudson’s Bay store — and the likely dissolution of the brand — marks the end of an era. Hudson’s Bay is not just a retailer; it is woven into the country’s history, commerce, and culture. Its fall signals the profound changes sweeping the retail landscape, where even the most storied names are not immune to economic pressures, shifts in consumer behaviour, and the relentless rise of e-commerce. As Canadians continue to pass through the historic halls of Hudson’s Bay one final time, they are also witnessing the closing chapter of a brand that once helped shape the nation itself.

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EMERGE Commerce sees strong Q4 and Full-Year 2024 results, eyes growth with Tee 2 Green acquisition

PHOTO: TRULOCAL VIA FACEBOOK

Toronto-based e-commerce portfolio EMERGE Commerce Ltd. reported strong financial results for the fourth quarter and full year ended December 31, 2024, highlighting significant gains in revenue, profitability, and operational streamlining, while setting the stage for further growth through a key acquisition.

EMERGE is a premium Canadian e-commerce brand portfolio, operating subscription, marketplace, and retail businesses in grocery and golf. Its flagship brands include truLOCAL, UnderPar, JustGolfStuff, and most recently, Tee 2 Green.

Ghassan Halazon

“2024 was a transformative year for EMERGE,” said Ghassan Halazon, Founder and CEO of EMERGE. “We executed against our stated priorities with precision. We delivered on our promise to re-ignite organic revenue growth, we streamlined the business under our more focused EMERGE 2.0 strategy, we drastically improved profitability, we substantially reduced our debt, and we grew our cash position year-over-year without a capital raise.”

Fourth Quarter 2024 Highlights

In Q4 2024, EMERGE generated revenue of $5.6 million, up from $5.1 million in Q4 2023. When excluding Carnivore Club, which was sold in January 2025, revenue rose to $5.3 million from $4.6 million, representing a 15% increase. Gross profit for the quarter grew to $2.2 million from $2.1 million, while adjusted EBITDA improved sharply to ($11,000) compared to ($345,000) a year earlier.

Net income from continuing operations was $287,828, a significant turnaround from a loss of $10.7 million in Q4 2023. Overall net income came in at $287,828, compared to a loss of $17.5 million the previous year. EMERGE ended 2024 with $3.1 million in cash, up from $2.5 million.

“Perhaps nowhere was our progress more evident than in Q4, where we delivered double-digit revenue growth, close to breakeven Adjusted EBITDA and positive net income,” said Halazon. “Our stellar results in Q4 were the culmination of the team’s hard work all year long.”

Full-Year 2024 Financial Performance

For the full year, EMERGE posted revenue of $20.4 million, up from $19.6 million in 2023. Excluding Carnivore Club, annual revenue was $19.3 million compared to $17.7 million, reflecting 9% growth. Gross profit rose to $8.2 million from $7.6 million. Adjusted EBITDA improved to a loss of $463,828 from a deeper loss of $1.78 million.

Net loss from continuing operations narrowed to $1.1 million, a marked improvement over the $15.6 million loss in 2023. The total net loss also decreased significantly to $505,740, down from $21.3 million the prior year.

Carnivore Club Divestiture

On January 15, 2025, EMERGE completed the sale of Carnivore Club for $500,000. The company had been phasing out the non-core asset throughout 2024 to focus on its larger, more profitable operations. Future financial reporting starting in Q1 2025 will classify Carnivore Club as discontinued operations.

Acquisition of Tee 2 Green

On April 4, 2025, EMERGE closed the acquisition of Tee 2 Green Ltd. (T2G), a Canadian discount golf apparel and equipment company with a 38-year operating history. T2G reported unaudited 2024 revenue of $6.4 million, adjusted EBITDA of $1 million, and net income of $700,000. EMERGE financed the acquisition using proceeds from the Carnivore Club sale and the previously disclosed sale of dormant SHOP domains to Shopify.

“T2G is expected to be highly synergistic with EMERGE’s extensive golf business, which includes UnderPar and JustGolfStuff, along with a 400,000+ golf subscriber database,” the company said in its announcement.

Debt Refinancing and Improved Terms

Coinciding with the T2G acquisition, EMERGE also announced an amendment to its credit agreement with its existing lender, extending the maturity date by 18 months with an option for an additional 6-month extension. The company expects recent and anticipated interest rate cuts to drive “meaningful cash savings.”

Operational Outlook for 2025

Looking ahead, management says it sees “continued operational momentum year-to-date.” The company’s flagship subscription brand, truLOCAL, is benefitting from the “Buy Canadian” movement, contributing to strong revenue growth and profitability. EMERGE also expects continued strength from its golf vertical given the recession-friendly nature of discount-based models.

“The addition of Tee 2 Green, starting Q2 2025, is expected to substantially enhance the Company’s revenue, profitability and cash flow profile, and in the process, strengthen its balance sheet, and potentially improve its cost of capital over time,” the company noted.

Strategic Priorities

EMERGE outlined three top priorities moving forward:

  1. Accelerate revenue growth
  2. Extract further operational efficiencies and synergies
  3. Opportunistically enhance cash flow and reduce interest expenses

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