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Revive Wellness Club Opens 1st Canadian Location in Toronto

Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club

Revive Wellness Club, a wellness brand originally founded in the United Kingdom, has officially opened its first Canadian location at 2100 Bloor Street West in Toronto’s High Park neighbourhood. The company’s expansion into Canada is spearheaded by Greg Aguilera, who owns 100% of the brand’s Canadian operations.

“This is just the beginning,” said Aguilera. “We plan to open up to 20 locations across Canada, with six corporately owned and the rest franchised. But we’re being selective—this is about doing it right, not just fast.”

Greg Aguilera

A New Kind of Wellness Hub

The Toronto location is more than a spa—it blends wellness, research, and community under one roof in just over 2,100 square feet. At its core is contrast therapy, the practice of alternating hot and cold exposure, delivered in a space designed to be calming and seamless.

“There are no corridors, barely any doors,” said Aguilera. “You flow from one space to another. We designed it to be an experience—not just a treatment.”

The facility includes a sauna, cold plunge pools, therapy spaces, and a coffee shop—a nod to both wellness and social connection. “We serve the best coffee around,” Aguilera said. “We partnered with Chaveta, a local coffee roaster at 994 Bathurst Street. Our team did six days of barista training. If we’re going to do something, we’re going to do it properly.”

Built from the Ground Up

The Toronto club was developed from scratch. “When we walked in, it was a construction site,” Aguilera said. “We’ve been here since it was a concrete floor. And already, we’re talking about what the first renovation would look like.”

While the space is compact, it’s designed for maximum impact. “This space packs a lot of punch,” he said. “And we’re already thinking—if the space next door becomes available, can we expand?”

A living wall, originally planned for the space, was put on hold due to its $100,000 price tag. “We’ve done the plumbing for it, so maybe down the road. But for now, we wanted to invest elsewhere,” said Aguilera.

Sauna in the Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club

Grounded in Science and Research

Revive isn’t just about wellness trends. The brand is partnering with the University of Toronto and OCAD University to foster academic research and creativity.

“We’re working with U of T’s kinesiology, physiotherapy, and chiropractic departments to host student researchers who will study the effects of contrast therapy,” said Christabel, a team member and project leader. “We want real-world data on how this affects both physical and mental recovery.”

A community art project with OCAD is also underway. A mural will adorn a blank wall in the club, reflecting the neighbourhood and Revive’s values.

Aguilera emphasized the importance of these partnerships. “We’re not just saying we’re backed by science—we’re contributing to it,” he said. “Contrast therapy has been around forever, but the research is still limited. We want to change that.”

Wellness for Everyday People

While contrast therapy is often associated with elite athletes, Aguilera says the real growth in the UK—and now in Canada—is among everyday people.

“We thought our main clients would be Olympians and pro athletes,” he said. “But it turns out, the biggest growth is in the everyday person. People with stressful jobs, parents, commuters, anyone looking for one hour to reset.”

Sessions last around 60 minutes and include multiple rounds of hot and cold exposure. “It’s long enough to feel the benefits without diminishing returns,” said Aguilera. “You get dopamine release in the sauna, then you reactivate that with the cold. It’s about balance.”

Waiting area, with coffee, at Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club

A Space to Unwind and Belong

Beyond the science and saunas, Revive is deeply focused on building community. The club hosts support groups, therapy talks, and will soon launch a running club.

“We want to be a space where people can come have a coffee, work remotely, go for a walk, or do a session,” said Aguilera. “People talk to each other here. The energy shifts depending on who’s in the room.”

The club’s philosophy is simple: wellness should be accessible, consistent, and community-driven. “This isn’t a once-a-year spa day,” he said. “This is something you build into your life.”

Eyes on Expansion—Cautiously Optimistic

Revive Canada has ambitious plans to expand to 20 locations by 2027. The next targets include areas across the Greater Toronto Area, followed by the Golden Horseshoe. Aguilera noted that British Columbia and Nova Scotia are also in consideration, with Kelowna cited as a possible location.

“We want to be careful,” he said. “We’re not giving out franchises like candy. Franchisees need to be passionate. If you’re not invested emotionally, this isn’t the business for you.”

Aguilera added that all of the operational systems in place—from hiring to training to community engagement—are designed with scale in mind.

“We built this for growth. But controlled, intentional growth,” he said.

Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club

Global Aspirations—and a Wellness Cave

While Canada is the priority, the long-term vision is international. Aguilera owns 33% of Revive UK, which has four locations including partnerships with British Olympians and sports teams.

He teased one particularly ambitious idea: “We want to build the first Revive in a cave in South America,” he said. “A real cave. And all Revive members globally would have access.”

Not Just Wellness—Longevity

Ultimately, Revive is about more than just treatments. It’s about giving people a space to heal, decompress, and invest in their long-term health.

“People are starting to see that wellness isn’t a luxury—it’s a necessity,” said Aguilera. “This isn’t eyebrow threading. This is your vascular system, your mental health, your body’s ability to cope with stress. It’s real.”

Revive Wellness Club is now open to the public at 2100 Bloor Street West in Toronto. The team encourages locals to stop in—for a session, a coffee, or just a chat.

“This is just the beginning,” said Aguilera. “Toronto is the first chapter of a much bigger story.”

More from Retail Insider:

American Express expands 2025 grant program to support independent restaurants in Toronto and Montreal

Photo by Ivan Samkov
Photo by Ivan Samkov

American Express has announced the return of its Backing International Small Restaurants grant program in Canada to help small, independent restaurants grow and thrive. 

In partnership with the International Downtown Association (IDA) Foundation, the 2025 program will offer 20 grants of $20,000 each to selected restaurants in Toronto and Montreal. 

The company said the program, in its fourth year in Canada, is designed to help small, independent businesses that support their communities – specifically those serving or operated by individuals facing economic hardship – to make meaningful upgrades, like enhancing digital capabilities, improving kitchen operations and reimagining their dining spaces. 

Applications in Canada are open until June 30, 2025. Eligible, independent food establishments located in Toronto and Montreal are encouraged to apply

Kerri-Ann Santaguida
Kerri-Ann Santaguida

“At American Express, we’re proud to continue backing small restaurants that play such a vital role in our local communities,” said Kerri-Ann Santaguida, Vice President and General Manager, Merchant Services, American Express Canada. “These restaurants are more than just places to dine — they are cultural and community anchors. This program is designed to invest in this important group of business owners so they are able to preserve what makes their restaurants so special.” 

Since launching in 2022, the Backing International Small Restaurants initiative has supported more than 135 restaurants worldwide. Among last year’s Canadian recipients was Montréal’s Bocadillo, a family-run restaurant that used its grant to expand its role as a hub for the city’s music and dance community. 

“The grant had allowed us to host more live music events, upgrade our sound system, and improve the dining experience for our guests, ultimately helping us strengthen our connection with our local community in Montreal,” said Laura Uzcategui, owner of Bocadillo. 

This year, Backing International Small Restaurants is bigger than ever and is open to applicants in three new countries — France, New Zealand, and Spain — in addition to dining establishments in Australia, Canada, Japan, Mexico, and the U.K. The program is offering $1.45 million USD in funding to 100 restaurants so they can make critical improvements, like upgrading kitchen equipment and making improvements to their storefront, said American Express.  

David Downey
David Downey

“The IDA Foundation is excited to partner once again with American Express to launch the fourth year of the Backing International Small Restaurants program,” said David Downey, Executive Director, IDA Foundation. “To empower these vital community anchors to thrive, this initiative provides essential support to the independent restaurants that are the heart and soul of our downtowns.” 

Amex Canada also has a grant and mentorship program run by DMZ at Toronto Metropolitan University. Funded by Amex Canada and administered by DMZ, 100 Canadian small businesses will be selected to each receive a $10,000 CAD grant and mentoring support. 

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Business travel from Canada to Montana: What Canadian entrepreneurs need to know – including legal risks along the way

Business trips from Canada to Montana are becoming more and more common because this American state attracts entrepreneurs with its economic potential and strategic location personally. From new business opportunities to logistical challenges and legal risks, Canadian businessmen must be well-prepared.

We will provide a detailed guide to successful and safe business travel, with a focus on practical advice, risk prevention and how to protect your valuables when making a business trip with a flight case.

Why Montana is an increasingly attractive destination for Canadian businesses

Montana stands out as an attractive destination for Canadian entrepreneurs because of its dynamic business environment. The country is experiencing the development of new shopping centers and business zones, which allows easier access to retail and distribution. Montana’s tax environment, including the absence of a state sales tax, attracts companies looking to optimize costs.

The proximity of Canadian provinces such as Alberta and British Columbia further facilitates logistics operations, enabling faster transportation of goods and services across the border. This geographic advantage, combined with the growing demand for Canadian products, makes Montana an ideal location for business expansion.

For Canadian businesses, this country represents a gateway to the wider US market, with relatively low operating costs compared to other countries.

How to prepare a business trip from Canada to Montana – documentation, customs and logistics

Preparing for a business trip to Montana requires careful planning to avoid problems at the border. The first step is to check the documentation. Canadian entrepreneurs must have a valid passport, and in some cases a visa, depending on the length of stay and purpose of travel. For business activities such as meetings or trade shows, an ESTA authorization to enter the US is usually sufficient, but it is important to check the specific requirements of the US Embassy.

Customs regulations are a key part of preparation. If you are carrying product samples, promotional materials, or equipment, you must complete customs forms and prepare invoices proving the value of the goods.

Logistics includes the choice of reliable transportation. Most Canadian businessmen choose road transportation because of Montana’s proximity, but it’s important to check road conditions and weather conditions, especially in the winter. Accommodation reservations in cities such as Billings or Bozeman, which are Montana’s business centers, should be made in advance to ensure availability.

The most common reasons why Canadian traders choose to make business visits to Montana

Canadian entrepreneurs visit Montana for a number of reasons. Trade fairs and exhibitions, such as those in the field of agriculture or energy, attract companies that want to present their products or establish new partnerships. B2B meetings are another important reason, as they enable direct contact with local distributors and customers.

Retail expansion is also a significant motive. Many Canadian brands are exploring the possibility of opening stores or warehouses in Montana to take advantage of lower taxes and demand for quality products. In addition, the visits enable the evaluation of the competition, which is crucial for strategic planning.

Risks on America’s Roads: What Every Canadian Business Needs to Know About Traffic Safety

Driving in Montana can be challenging for Canadian drivers due to differences in traffic regulations and road conditions. Speed ​​limits in Montana are often higher than in Canada, especially on highways, but the penalties for violations are severe. It is important to familiarize yourself with the local rules, such as the obligation to wear a seat belt and the ban on using mobile phones while driving.

Long stretches without gas stations or service stations are common in rural Montana, so it’s essential to plan your routes and make sure you have enough fuel. Winter storms can cause road closures, requiring you to check weather forecasts and use winter tires. Driving style in the US can be more aggressive, especially on busy stretches, so caution is key.

What to do if there is a car accident during a business trip to the USA

In the event of a traffic accident, the first thing is to ensure the safety of all participants. If possible, move the vehicle off the road and turn on all warning lights. Call 911 if there are injuries and contact the police to make an official report. Documenting the incident is key – photograph the scene of the accident, vehicle damage and any injuries.

Share basic information with other participants, including names, contact information, and insurance information, but avoid discussing guilt. Notify your company and insurance company as soon as possible, giving them all the relevant details. If the accident has serious consequences, consider consulting a Montana legal professional.

Hiring a car accident attorney may be necessary if the accident results in significant financial losses, injuries, or legal disputes. For Canadian citizens, finding a local Montana car accident attorney can be a challenge, but it’s important to seek out an expert with experience in traffic law. It is advisable to check online directories or contact local law associations.

Differences in the laws between Canada and Montana may affect the outcome of the case. For example, Montana uses a “fault” system for determining liability, which means that damages are awarded based on the degree of fault of each party. An attorney can help navigate these differences and protect your interests, especially if you are facing international legal implications.

Loss prevention begins with adequate insurance. Check whether your business insurance covers overseas travel, including car accidents and medical expenses. Consider additional rental car insurance to reduce the risk of unexpected expenses.

Corporate responsibility is also significant. Make sure all employees are familiar with accident procedures and have access to emergency contacts. Personal protection includes carrying essentials such as a first aid kit, a spare phone, and cash for emergencies. Regular education about traffic regulations and safety practices can significantly reduce risks.

Conclusion

Business travel from Canada to Montana offers numerous opportunities for business growth and development but requires thorough preparation. Special attention should be paid to legal risks, such as traffic accidents, where cooperation with local lawyers can be crucial. With smart planning, proper insurance, and education, these trips can be safe and successful. Travel smart and achieve your business goals without unnecessary complications.

Digital marketing trends in retail that boost sales and engage shoppers

Retail sector marketing doesn’t stand still — it changes and evolves along with the advancement of new digital technologies and shifting customer behaviors. As customer expectations rise, marketers face growing pressure to deliver smarter, more engaging campaigns.

Keeping customers engaged can be very challenging, indeed, unless you constantly stay in the loop of the latest retail digital marketing trends and know how to leverage those in your marketing practices.

This article will bring you some of the hottest retail marketing trends, each with countless tips to help you stay one step ahead of the competition and create campaigns that truly convert.

Source: Freepik

1. Real-time marketing: creating instant connections with shoppers

The pace of changes in society, business, and, of course, marketing, gradually but steadily displaces any strategy that relies on slow and inefficient customer-servicing models and processes. In simple terms, staying competitive and not being real-time and instantly magical is not possible anymore.

Remember when campaigns took months to roll out? Cute era. Now your latest social feed is an F1 track, and you’re the pit crew. Real time marketing remains a tried and trusted method for boosting engagement during live events or viral moments online.

Keep agility on tap with this mini-playbook:

  • Track current and trending hashtags hourly.
  • Pre-design flexible templates.
  • Reply to comments like a human.
  • Prepare ready-to-deploy discount codes.
  • Employ always-on social listening tools.
  • Consider implementing a post-sales performance tracker.

 Now, every pop-culture moment becomes a potential micro-campaign, whether folks are sporting limited-edition tees or handing out branded high-quality custom silicone wristbands that tie the moment back to your brand. Shoppers feel the adrenaline, share the post, and click “add to cart” before the highlight reel ends.

The so-called agile approach in marketing stipulates small steps, not being afraid to make mistakes and learn from them, and continuous improvements on an everyday basis will follow.

In digital marketing in retail industry, you cannot win if you don’t make mistakes. In this insane pace of business and social life, mistakes are simply inevitable. The most successful marketers are the ones who changed their attitude to small failures as a means to progress. Why don’t you follow their example? 

Just remember: speed without relevance equals cringe. Speak when you can add wit, warmth, or a can’t-miss promo. Otherwise, wave as the trend zooms by — there’ll be another in ten minutes.

2. Voice search optimization for retail sites

Have you noticed how more often customers in retail rely on their voice when searching for goods and services? Everyone serious about search engine optimization (SEO) knows that voice search optimization is the new hot trend in digital marketing, and in SEO for retail websites in particular.

Source: Freepik

If typing is yesterday’s search, chatting with a device is today’s concierge service. Shoppers love the hands-free convenience: browsing while cooking, comparing prices while commuting, or checking stock without leaving the couch.

Voice queries sound like a conversation between friends. They’re longer, more polite, and often urgent. “Hey Siri, is there a 24-hour florist open tonight?” That urgency means the answer they hear first wins the sale.

Think of your website as an audio script. Headings become cues, meta tags the stage directions. If your site reads awkwardly out loud, rewrite until it flows.

  • Use conversational modifiers (“for kids,” “under $50”).
  • Optimize images with descriptive file names (voice uses them too).
  • Structure content chronologically to aid story-style answers.
  • Implement breadcrumb navigation for a clear hierarchy.
  • Monitor Google’s Search Console for rising voice-style queries.

Voice commerce is next. Set up quick-pay options linked to wallets like Apple Pay or Amazon Pay, so a user’s voice command can translate into a completed order and a tangible gain for your retail business.

Keep experimenting. Record yourself asking ten product questions; if your store never shows up, that’s your to-do list for the week. Dominating voice search means being the retailer that literally speaks to its customers.

3. Augmented reality for virtual try-ons

Relatively recently, the most curious of us read in futurologists’ books (like the ones written by Ray Kurzweil and Peter H. Diamandis) how the new technology — augmented and virtual reality — will change our shopping experiences in the future. This future they talked about is already here, and it’s a big part of the key trends in retail marketing.

Blink and the mall dressing room has moved into your living room. Point your camera, pick a product, and voilà — your reflection sports a new jacket or eyeliner shade. The line between browsing and buying just blurred in beautiful ways.

Source: Freepik

Consumers adore the “zero-commitment trial.” No more shipping four sizes and mailing three back. Instead, they spin around, zoom in, and decide instantly. Brands benefit too: lower return rates, higher average order value, and social buzz when shoppers share their augmented reality (AR) selfies.

The challenge? Making the customers’ shopping experience foolproof for every device, from budget Androids to flagship iPhones. Lighting, skin tones, and bandwidth vary wildly, but robust calibration keeps the illusion intact.

Try these five focus areas to nail your AR deployment:

  1. Ensure one-tap access inside product pages.
  2. Implement real-time size scaling for accurate fit.
  3. Toggle views (front, side, 360°) at a swipe.
  4. Add a snapshot option for social or wish lists.
  5. Don’t forget about the call-to-action like “Add to cart now.”

Once your AR campaign goes live, promote it loudly. Use tutorials on Instagram Reels, QR codes in store windows, and email teasers to drive adoption. The first AR session is the gateway drug; after that, customers expect it everywhere.

Congratulations, you’ve contributed to making customers even more spoiled. That’s why it’s so important to keep iterating. For example, introduce seasonal filters, limited-edition skins, or gamified rewards for trying multiple items. 

AR is still a novelty for many shoppers, so fresh content keeps them coming back for more digital dress-up — and more real-world purchases.

4. User-generated content

Which type of user reviews do you trust more when shopping, let’s say, on Amazon? We bet you start with the ones where users included photos of their purchased goods, or videos of usage, or the unpacking process.

Think back to the last gadget you bought. Did you trust the brand’s polished video or that grainy YouTube review where someone stress-tested it with duct tape? Odds are the latter will sway you. That’s the quiet strength of user-generated content (UGC).

Beyond persuasion, UGC fuels SEO. Those image alt tags, captions, and off-site shares widen your keyword net without lifting a finger. It’s crowdsourced optimization.

As you start investing in UGC strategies, don’t overlook the value of earning niche-relevant backlinks. Engaged users are more willing to share a link to your website or retail shop. For the same token, a mention on a specialized forum often delivers higher-intent visitors than broad social exposure.

Kick off your UGC-focused marketing campaign with these tactics:

  • Ship thank-you cards asking for a quick photo review.
  • Set up a “Wall of Fame” on your homepage.
  • Integrate referral links, so users earn perks when friends purchase.
  • Sponsor themed photo walks or demo days.
  • Track top contributors and surprise them with generous discounts.

Transparency is crucial. Modern-day users are smart and can sense and track your actions, just like you do to theirs. If you edit a user’s image, disclose it. That forthrightness preserves trust and encourages more submissions.

UGC also feeds product innovation. Spotting repeated complaints about a strap breaking triggers a redesign long before support tickets pile up. Listening to users through their content keeps your brand ahead of the competition and helps it stay away from possible reputation damage.

5. Data-driven retail marketing and lead generation tools

Source: Freepik

Given the pace at which the above-mentioned digital trends in retail develop and the sheer volume of marketing nuances involved, you may ask yourself if you can pull this off. An old-fashioned marketer of the 90s couldn’t, but someone armed with the latest lead generation tools can.

Retail digital marketing relies heavily on data. And where there is data, there are means to squeeze every drop of insight into revenue-driving actions. Retail’s secret sauce is no longer catchy slogans — it’s behavioral analytics predicting when Jessica will need new running shoes before her current pair retires.

At the heart of that prediction is lead scoring. Enterprise retail tech firms often rely on software like Breadcrumbs to score leads and convert more effectively, elevating quality over quantity so marketing dollars aren’t wasted on window shoppers.

Below, find a toolkit to jump-start your data-driven conquest:

  • Site personalization platforms, e.g., Optimizely, Dynamic Yield, Fresh Relevance.
  • Lead-scoring engines like Breadcrumbs, HubSpot Lead Scoring, or Marketo Engage (by Adobe).
  • Exit-intent survey tools like Qualaroo, Hotjar, or Website Feedback by SurveyMonkey.
  • Affiliate-management hubs (to track influencer performance), such as PartnerStack, Refersion, or Rakuten Advertising.
  • Predictive email platforms, e.g., Klaviyo, Iterable, ActiveCampaign, or the famous Mailchimp.

Track two KPIs religiously: average order value and lead-to-customer ratio. When both return high values, your stack is aligned. If they stall, dive into your scoring model — maybe a once-hot attribute cooled off post-holiday season.

Finally, pair quantitative dashboards with qualitative interviews. Yes, these are time-consuming, but the efforts are totally worth it. 

Data hints at what happens; customers tell you why. Merge those perspectives, and your marketing engine evolves from merely data-driven to insight-oriented.

Take this with you

Just before you go, take the gist of the five retail marketing trends from this article with you: 

  1. Real-time marketing

Real-time marketing keeps your brand relevant by meeting customers at the exact moment of engagement. It isn’t optional anymore — it’s a must if you want to grab shoppers’ attention and boost your conversions.

  1. Voice search optimization

Voice search favors conversational phrasing, location clues, and quick access to information. If your retail site doesn’t answer voice queries clearly, it’s time for a content tune-up.

  1. Augmented Reality (AR)

Shoppers want fun, realistic AR — and they expect it to work perfectly across devices. With AR, product discovery becomes visual, interactive, and more shareable than ever.

  1. User-Generated Content (UGC)

Customers trust other customers — UGC turns shoppers into your most powerful marketers. As you start investing in UGC strategies, don’t overlook the value of earning niche-relevant backlinks.

  1. Data-driven retail marketing and lead generation tools

Today’s retail success is built on actionable data, not gut feeling. Data tells you who to talk to, when, and what to say — your only job is to listen and act.

Our final recommendation is to constantly stay on your toes for what might be coming to the retail digital marketing mainstream tomorrow or the next month. When artificial intelligence is doubling its strength every two weeks or so, and quickly becoming implemented in marketing tools and technologies, nothing is impossible anymore.

When Do Businesses Need a Merchandising App?

In today’s fast-paced retail world, 73% of consumers say product presentation strongly influences their buying decisions. A merchandising app has become an essential tool for businesses trying to stay ahead of the competition and manage retail execution with precision. These apps help streamline visual merchandising, track compliance, and boost sales performance—all in one place. From small local chains to global brands, digital merchandising tools are now critical to success.

Let’s explore when your business truly needs a merchandising app and how to make that decision count.

Signs It’s Time to Invest in a Merchandising App

If you’re questioning whether now is the right time to invest in technology, there are a few clear signs that your business is ready. Below are the most common situations where a merchandising app can shift operations from chaos to control.

1. You’re Managing Multiple Retail Locations

Juggling displays, promotions, and stock across multiple stores can be overwhelming. A merchandising app gives your team a centralized platform to upload photos, track compliance, and communicate instantly. Instead of relying on manual checklists or scattered emails, everything is managed in one clean system.

More importantly, it ensures brand consistency. When your product displays look different in every location, it hurts the customer experience. A merchandising app standardizes execution and gives managers real-time visibility into what’s working and what’s not.

2. Store Audits Are Taking Too Long

If audits are eating up your time and producing inconsistent results, you’re overdue for a digital solution. Store audits are vital to understanding execution gaps—but only when done efficiently.

A merchandising app can cut audit time in half by automating checklists, enabling photo uploads, and offering GPS-stamped reports. Instead of spending hours compiling notes and photos after each visit, reps log everything in real time. This creates a faster feedback loop and reduces human error.

3. Your Field Team Isn’t Aligned

One of the biggest challenges in field operations is communication breakdown. Whether it’s unclear instructions, delayed updates, or outdated paperwork, poor communication slows execution and costs money.

A merchandising app solves this by giving everyone—managers, reps, and merchandisers—access to the same data. Tasks, guidelines, planograms, and reports live in a single mobile platform. No more searching through inboxes or WhatsApp groups for the latest plan. Alignment becomes automatic.

By the time your field team starts asking for better tools, it’s often a sign you should have invested in a merchandising app already.

4. Promotions Aren’t Being Executed Correctly

You spend time and money planning seasonal or promotional campaigns, but what happens when they don’t get implemented on the sales floor?

Without a merchandising app, it’s tough to verify what’s been set up. Store staff might forget to install signage or place displays in the wrong spot. These errors are invisible unless you’re physically in the store.

A merchandising app lets your team upload visual proof of execution. You can monitor every location, provide instant feedback, and make adjustments on the fly. Campaigns roll out on time, everywhere.

5. Inventory Issues Are Hurting Performance

If stores constantly run out of stock or display incorrect SKUs, your bottom line takes a hit. Without visibility into what’s actually on shelves, you’re flying blind.

Many merchandising apps integrate with inventory systems or allow field reps to scan barcodes and log stockouts. This lets managers act quickly, reallocating stock or reordering as needed. You get hard data instead of vague reports.

A merchandising app like LEAFIO.AI enhances inventory management by providing real-time data analytics, enabling retailers to optimize stock levels and reduce waste. It utilizes advanced algorithms to forecast demand accurately, ensuring that the right products are available at the right time. Additionally, the app streamlines the replenishment process, allowing retailers to maintain efficient inventory turnover and improve overall operational efficiency.

In this way, a merchandising app becomes more than a tool for visuals—it’s a vital link between the shelf and the supply chain.

6. Data is Stuck in Spreadsheets

You can’t optimize what you don’t measure. If your reporting still relies on Excel files or manual updates, you’re wasting time and missing insights.

Modern merchandising apps generate reports instantly. They track everything from task completion rates to compliance scores and shelf photos. You can filter by region, team, product, or store, making it easy to identify problems before they spiral.

And because everything is cloud-based, your data is always up to date and accessible from anywhere. That means faster decisions and smarter strategies.

7. You’re Expanding Into New Markets

New markets mean new teams, new stores, and new challenges. Maintaining consistency across unfamiliar territory can be tough.

A merchandising app gives you a playbook. New hires access the same standards and training materials as your veteran staff. Tasks are tracked automatically, ensuring that execution is on par from day one.

Instead of adding layers of bureaucracy, the right app simplifies onboarding and lets you move faster.

8. Brand Image Is a Priority

Brand image is built on what customers see in stores. Poor lighting, missing signage, or sloppy displays degrade trust and lower perceived value.

By using a merchandising app, you enforce your visual standards at scale. Every store gets the same guidelines, and every rep is accountable. You protect the brand you’ve worked hard to build.

This matters not just to customers, but to partners, investors, and vendors who expect professionalism and consistency.

9. You Need to Prove ROI

Whether you’re pitching to stakeholders or evaluating team performance, you need clear evidence of impact. That’s where a merchandising app shines.

With built-in analytics, you can connect merchandising quality to sales lift, campaign success, or audit pass rates. You don’t just tell the story—you show it with proof. And that makes your business case much stronger.

Conclusion

Businesses don’t just wake up needing a merchandising app—it becomes essential when execution, visibility, and consistency start slipping. Whether you’re managing growth, fixing field issues, or aiming to improve performance, a merchandising app offers control, clarity, and speed. It’s not a luxury. It’s a necessity when your business moves beyond what spreadsheets and emails can handle.

Ruby Liu to Launch New Department Store Chain in Canada

Hudson's Bay store at Centerpoint Mall in Toronto. Image: LAA via Google Maps

A new chapter in Canadian retail is unfolding as Hudson’s Bay Company ULC has entered into a definitive agreement to assign up to 28 of its store leases in British Columbia, Alberta, and Ontario to a company controlled by billionaire Weihong (Ruby) Liu. The agreement, revealed Friday and confirmed by a press release, marks the first major store footprint acquisition amid the department store chain’s ongoing liquidation under the Companies’ Creditors Arrangement Act (CCAA).

The leases will be transferred to Ruby Liu Commercial Investment Corp., as the Vancouver-based businesswoman prepares to launch a brand-new department store concept designed to appeal to a broad, multicultural Canadian audience.

Employment opportunities at the new store will be prioritized for former employees of Hudson’s Bay. “This initiative reflects our commitment to supporting individuals and families and contributing to local communities,” Central Walk said in an emailed press release. Additionally, priority will also be given to suppliers and vendors who previously partnered with Hudson’s Bay.

The emailed press release stated, “Under the leadership of Ms. Ruby Liu, Chairwoman of Central Walk, the store locations will be transformed into modern department stores, bridging the gap between generations, providing immersive shopping experiences, and becoming a destination where all age groups thrive together.”

Hudson’s Bay store at West Edmonton Mall. Photo: Kyle Kempfer

The Company released the following statement from Ms. Liu, translated into English: 

“Central Walk Canada is planning to conduct a series of transformative initiatives aimed at fostering intergenerational connections, promoting active lifestyles, and empowering youth through meaningful engagement as part of this transaction.” 

“We are evolving to serve Canadians better. We believe every Canadian family deserves a brighter future. Join us in this journey of growth and connection. Together, we can build a more vibrant, caring, and forward-thinking multiculturalist community.”

The press release provides further insight into Central Walk, and the company’s owner’s plans for her new Canadian department store chain. The emailed press release from Central walk noted that the company specializes in the acquisition, development, and management of large-scale retail properties. The release goes on to say that “With a strong business foundation in Southeast Asia, the company has expanded its operations to Canada, aiming to transform traditional shopping centres into inclusive, multifunctional community hubs. The company’s mission emphasizes community engagement and the creation of diverse shopping environments that serve families and integrate retail, dining, entertainment, and cultural experiences.” The same environments are expected to be part of her new Canadian department store chain.

A Landmark Deal in Canadian Retail History

“This is a monumental development,” said Carl Boutet, retail strategist and founder of StudioRx Advisory, in an interview. “We haven’t seen a new department store chain launch at this scale in Canada since Target’s ill-fated expansion over a decade ago. But unlike Target, this concept is homegrown, community-focused, and clearly aims to rewrite what a department store can be.”

Carl Boutet

Liu’s newly inked deal, which is still subject to court and landlord approval, covers store leases in shopping centres where Hudson’s Bay is in the process of winding down operations. The deal was orchestrated as part of a lease monetization process approved by the Ontario Superior Court of Justice (Commercial List).

In a video posted to Chinese social media platform Rednote, Liu was seen signing the contracts surrounded by staff, counting down aloud before putting pen to paper and erupting into applause. Champagne toasts followed—a staged yet symbolic gesture of what may be a historic shift in the retail landscape.

From Mall Owner to Retail Operator

Liu is no stranger to Canadian retail. Through her company Central Walk, she owns three major shopping centres in British Columbia—Mayfair Centre in Victoria, Woodgrove Centre in Nanaimo, and Tsawwassen Mills near Vancouver. Her transition from landlord to retailer underscores a rare full-circle retail strategy.

“She’s in a very unique position,” noted Boutet. “She knows what it takes to make malls work and has direct experience with leasing, tenant mixes, and foot traffic drivers. That knowledge could prove invaluable as she flips the switch from property manager to anchor tenant.”

Insiders suggest that at least three of the 28 assigned leases are located within Liu’s own malls. “We suspect those were always on her radar,” Boutet added.

Weihong (Ruby) Liu, left, prepares to sign documents with Linda Qin at the Central Walk office at Tsawwassen Mills on Friday, May 23. Image: RedNote

A New Kind of Department Store

Unlike Hudson’s Bay’s traditional retail format, Liu’s new concept—still unnamed—will be highly experiential, with immersive elements, a store-in-store format, and a distinctly multicultural approach.

“She’s not trying to recreate the past,” said Boutet. “This will be something very different. Think a hybrid between department store, cultural centre, and experiential marketplace. The goal is to create something joyful and community-driven.”

According to early concept materials shared internally on Rednote, the store will include a mix of fashion, beauty, small-format groceries, and food service. “We’re talking about a space that could host cosplay events, 5D theatres, and virtual reality zones,” said Boutet, referencing Liu’s existing activations at Tsawwassen Mills. “This is more than shopping—it’s entertainment, community building, and cultural engagement.”

Brand Building from the Ground Up

Unlike other bidders in the Hudson’s Bay restructuring process, Liu did not pursue the brand’s intellectual property. That portfolio—including the HBC name, logo, and trademarks—was acquired last week by Canadian Tire Corporation for $30 million.

As a result, Liu’s venture will be launching from scratch.

“She’s going to need to build brand awareness from zero,” said Boutet. “But there’s a strong grassroots foundation already forming in certain communities—especially Chinese and multicultural segments that follow her on Rednote. Word of mouth will be crucial in the early days.”

While Liu is active on Chinese social media, her team is likely planning a broader marketing push across platforms like Instagram, TikTok, and Meta. “I’d expect them to start showing up in Canadian mainstream media soon,” Boutet said.

A Champaign celebration following paper signing at Tsawwassen Mills on Friday, May 23, 2025. Image: RedNote screen shot

A Race Against the Clock

The path ahead won’t be easy. Court documents show that 62 Hudson’s Bay leases failed to receive any qualified bids. Liu’s deal is the most expansive of the 12 qualified bids for 39 leases, and with it comes pressure to activate spaces quickly.

“She now holds the keys to over two dozen massive retail boxes,” Boutet emphasized. “But as soon as Hudson’s Bay is out, she’s on the hook for those rents. That means rapid store build-outs, fixturing, staffing, and activating the space—some with food services and immersive experiences that take time and capital.”

He added, “This isn’t like just stocking shelves. She’s talking about full-scale food operations and experiential zones. And many of these stores need renovations. Some piecemeal, some major.”

The next step will be securing landlord consents. Each lease transfer requires approval from individual landlords, some of whom may need convincing—particularly if the proposed use veers away from traditional department store functions.

“Technically, these are being called department stores, which helps fit lease clauses,” Boutet explained. “But landlords also care about viability. They want tenants that will drive traffic and stay solvent.”

Given Liu’s dual role as both landlord and now prospective anchor tenant, some negotiations may be smoother than others. “She knows how to speak their language,” Boutet said.

Weihong (Ruby) Liu holds up a piece of paper showing a working title for her new department store chain launching this year. Alwin Chen is head of marketing for the new department store. Image: RedNote

The Bigger Picture for Canadian Retail

The Canadian retail sector has not seen a player enter the field at this scale since pre-Target days. Liu’s simultaneous bid for 28 stores, mostly concentrated in urban and suburban malls, could fill a significant gap left by Hudson’s Bay and Nordstrom exits.

“This could be the most significant retail startup in Canadian history if she succeeds,” said Boutet. “She’s showing what bold investment in brick-and-mortar can look like—even at a time when everyone is talking about online and AI.”

According to court documents, 17 total bids were received for Hudson’s Bay assets, but Liu is the first to secure a definitive agreement. No details have yet emerged on who will take over the remaining leases.

What Comes Next

Hudson’s Bay plans to complete its liquidation by the end of May. Liu’s lease agreement must receive court approval by May 30. Until then, all eyes are on what will follow this monumental step.

“Retailers across Canada are watching this very closely,” said Boutet. “Because if this works, it won’t just fill a void—it could redefine department stores for a new generation.”

Men’s floor on 6 at Hudson’s Bay downtown Vancouver on May 17, 2025. Photo: Craig Patterson

A Calculated Gamble

Though critics may question the feasibility of launching 28 stores in one fell swoop, Liu’s track record as a developer and businesswoman suggests calculated ambition. “This is not someone who’s just throwing money at a trend,” Boutet concluded. “She’s made it this far by taking smart risks. And if she pulls this off, it’ll go down as one of the most impressive retail turnarounds in Canadian history.”

Whether Liu’s new chain becomes a cornerstone of modern Canadian retail or another ambitious footnote remains to be seen. But one thing is clear: the death of the department store may be overstated—and Ruby Liu may be its most unlikely revivalist.

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Canada’s Tea Tariff Hurts Global South and Consumers [Op-Ed]

From the Boston Tea Party to today's targeted tariffs. Image Credit: George Danby / BDN

When Prime Minister Mark Carney quietly lifted most food-related countervailing tariffs on May 7, few Canadians noticed. There was no press release, no public statement—just a discreet policy shift mid-campaign. Yet several symbolic tariffs remain, notably on orange juice, coffee, alcohol, and tea. The rationale? Canadians can supposedly “find substitutes.”

But this logic quickly crumbles under scrutiny. These tariffs aren’t hurting the United States. They’re punishing countries like Kenya, India, Sri Lanka, and Vietnam—nations that actually grow tea and depend on its export for economic development and regional stability.

According to The Tea and Herbal Association of Canada, Canada does not grow or process tea at scale due to its climate and limited infrastructure. We lack the domestic capacity to cultivate, blend, package, or distribute tea commercially. Yet a 25% tariff remains on tea imports routed through the U.S., even when the product originates from the Global South. For example, tea grown in Malawi but warehoused or processed in the U.S. is still hit with the full tariff—penalizing African producers rather than American exporters.

Canadian Prime Minister Mark Carney. Photo: The Canadian Press

The economic damage is now becoming more visible. Until recently, Canadian companies were absorbing the additional costs to shield consumers. That’s changing. Since January, retail tea prices have climbed by approximately 10%, and the pressure is mounting. One major importer now pays around $300,000 per month in tariffs. That level of cost absorption is not sustainable, particularly for mid-sized businesses without the margins to maneuver.

To avoid these punitive costs, some companies are exploring costly supply chain shifts to bypass the U.S. entirely. But these rerouting strategies come with enormous logistical burdens—delays, new regulatory hurdles, and higher operational expenses—all of which continue to be absorbed, for now, by businesses. But make no mistake: this fragile balancing act won’t last.

And when it finally breaks, it’s everyday Canadians—especially seniors and low-income families—who will bear the brunt. For many, tea is more than just a beverage. It’s a dietary and cultural staple, often one of the few affordable and healthy drinks that supports hydration and mental wellness. These benefits are well-recognized in Health Canada’s own nutritional guidelines.

Let’s be clear: this tariff isn’t protecting Canadian industry. There is no domestic tea-growing sector. The industry here revolves entirely around importation, blending, and branding—an ecosystem that contributes up to $1.3 billion annually to the Canadian economy and supports countless community programs, wellness initiatives, and food security projects. These businesses are being penalized not because of wrongdoing, but simply because of where their goods are routed.

Photo: It’s More than Just Tea

There’s also no strategic upside. The United States is not the source of the tea being taxed. It is merely a transshipment point. The real exporters—mostly in the Global South—are suffering from reduced demand, while Canadians pay more for a basic, nutritious beverage found in millions of homes across the country.

Canada has made exceptions before when domestic substitutes didn’t exist—during the pandemic, for personal protective equipment, and again for essential manufacturing components. Tea clearly meets that same threshold.

If Ottawa truly wants to ease food inflation, maintain the integrity of its trade policy, and demonstrate a meaningful commitment to global equity, it must act now.

Scrap the tea tariff—before a misguided symbolic gesture becomes a needless economic hardship for communities at home and abroad.

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Flight Centre Canada Opens New Flagship Store in Toronto

New Flight Centre flagship at Royal Bank Plaza in Toronto. Image: Flight Centre

Flight Centre Canada has unveiled a new flagship store in downtown Toronto, located within the Royal Bank Plaza complex and connected to the city’s underground PATH network. The store replaces the company’s long-standing Yonge and King location and represents a renewed focus on in-person travel retail. The move marks a deliberate investment in visibility and accessibility, aligning the company with thousands of daily office workers and commuters in Canada’s financial capital.

The new space offers flexible consultation zones, digital enhancements, and a modernized layout designed for both quick service and extended trip planning sessions. By situating the flagship in a landmark commercial tower, Flight Centre signals confidence in the ongoing relevance of face-to-face travel service — even as many competitors shift to online-only models.

Celebrating 30 Years of Canadian Operations

The opening of the Royal Bank Plaza store coincides with a milestone anniversary for the brand. Flight Centre entered the Canadian market in 1995 with its first location in Vancouver. Over the past three decades, the brand has become one of Canada’s most recognizable travel retailers. The new flagship space serves not only as a functional retail environment but as a symbol of Flight Centre’s long-standing presence in the country and its continued evolution.

As Canadian travellers increasingly seek a balance of digital convenience and expert guidance, the company’s hybrid model aims to offer the best of both worlds — blending in-store expertise with a strong online and remote consultation infrastructure.

Flight Centre Travel Group’s Global Reach and Brand Portfolio

Flight Centre Canada is part of the Flight Centre Travel Group (FCTG), one of the world’s largest travel agency organizations. Founded in 1982 and headquartered in Brisbane, Australia, FCTG is publicly listed on the Australian Securities Exchange and operates more than 30 brands across leisure, corporate, and wholesale travel sectors in over 20 countries.

Brands under the FCTG umbrella include Flight Centre for general leisure travel, Corporate Traveller for small- to mid-sized business clients, FCM for large enterprise travel management, Travel Associates for premium travel services, and Discova for destination management. Other specialized services include StudentUniverse for youth travel and Travel Money Oz for foreign exchange. The group employs over 10,000 people globally.

Former Flight Centre flagship at 55 Yonge Street in Toronto. The building will be demolished for a new tower. Image: Apple Maps

A Canadian Leader in Leisure and Corporate Travel

In Canada, Flight Centre has established itself as a major player in both the leisure and business travel segments. Its retail operations offer personalized vacation planning, airfare and hotel booking, cruises, insurance, and group travel services. Canadian consumers have long responded to the brand’s combination of bundled value, promotional offers, and trained travel advisors who work directly with clients to tailor their experiences.

Beyond consumer travel, the company also manages business travel through two specialized divisions. Corporate Traveller Canada supports SMEs with cost-effective, streamlined travel planning, while FCM Travel Canada handles complex itineraries and policy management for large companies, government bodies, and NGOs. Both divisions have become vital components of Flight Centre’s recovery and expansion following the pandemic.

Resilience and Recovery Post-COVID-19

The global pandemic presented one of the most significant challenges in the company’s history. With borders closed and flights grounded, Flight Centre was forced to temporarily shut down or consolidate retail locations and furlough a portion of its workforce. However, the company responded by adapting quickly to changing travel conditions.

Flight Centre Canada pivoted its marketing to emphasize domestic travel and safety-first destinations, implemented flexible booking policies, and expanded virtual consultation options. These efforts enabled the brand to remain visible and relevant during the downturn and laid the groundwork for a strong comeback once travel restrictions began to lift.

By 2024, the company’s Canadian operations had stabilized, and demand for international travel surged alongside a resurgence in corporate travel. The re-opening of global markets allowed Flight Centre to reposition itself as a dependable partner for both business and leisure customers navigating complex travel environments.

Embracing Innovation and Sustainability

Flight Centre Travel Group continues to invest in innovation across its global footprint, including in Canada. The company is deploying artificial intelligence and data analytics to enhance customer service, optimize pricing, and personalize itineraries. These tools are helping consultants provide more relevant recommendations while also improving operational efficiency.

Sustainability is another focus area. FCTG has adopted a range of environmental and social responsibility initiatives, including carbon offset programs, support for community-based tourism through Discova, and partnerships with eco-conscious suppliers. Diversity, equity, and inclusion remain priorities across its workforce in Canada and abroad, as the company seeks to align its operations with broader societal expectations.

Hybrid Retail Model Positions Company for Future Growth

As the broader travel industry leans into digital transformation, Flight Centre Canada is pursuing a hybrid retail model that emphasizes flexibility, customer service, and choice. While many brands have scaled back physical stores, Flight Centre continues to see value in high-traffic retail locations, particularly those that serve corporate environments and urban commuters.

In tandem, the company is building out its remote agent networks, enabling travel advisors to work from home or service clients through video and phone consultations. This mixed approach is designed to capture a wide range of consumer preferences while reducing overhead and improving agility.

The Royal Bank Plaza location exemplifies this philosophy. It serves as both a high-profile brand showcase and a functional space that supports personalized travel planning in real time. The company’s updated global tagline, Your Centre for Travel, reflects this broader strategy — positioning Flight Centre not just as a place to book flights, but as a full-service travel solutions provider.

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Canada’s Food Policy Council Risks Stalling Without Government Support

People shop at a Loblaws store in Toronto. A collaborative approach to ending food insecurity needs a serious commitment from the federal government. THE CANADIAN PRESS/Nathan Denette

By Charles Z. Levkoe, Jill K. Clark, Johanna Wilkes, and Peter Andree

The dismantling of government institutions and an erosion of transparent governance in the United States are cause for serious concern.

The situation south of the border has underscored the value of democracy and governance mechanisms that bolster civil society and the engagement of an array of stakeholders — from Indigenous communities to private sector organizations — in the political process.

In Canada, people and organizations working in the food system have a long history of engaging with government. Their efforts have included building inclusive governance structures that incorporate food producers, harvesters and workers across the food chain.

A major breakthrough came in 2019 when the Canadian government launched the Food Policy for Canada “as a framework to align and co-ordinate federal food-related initiatives and address critical challenges facing Canada’s food systems to improve social, health, environmental and economic outcomes.”

The multi-stakeholder Canadian Food Policy Advisory Council was subsequently created. Initially described as a promising example of government engagement, both the food policy and the advisory council have yet to reach their full potential.

Talking to stakeholders

Our research demonstrates these types of initiatives must be prioritized and adequately resourced to ensure collaborative government initiatives survive.

As four academics studying effective and participatory approaches to building healthy, equitable and sustainable food systems, our study of the Food Policy Advisory Council aimed to understand its development, function, potential value and impact.

We spoke to 13 inaugural members to ask if and how the council — which includes farmers, grocery executives and food system academics — has enabled productive engagement with government and other food systems decision-makers. We also drew on written feedback from government staff about our preliminary research findings.

A with short grey hair woman picks tomatoes in a greenhouse.
Gov. Gen. Mary Simon picks tomatoes at the Community Harvest Farm in Ottawa in September 2023. THE CANADIAN PRESS/Justin Tang

Food systems in Canada

Recent reports show that more than 20 per cent of Canadians experience food insecurity, and of those almost 25 per cent are children. At the same time, nearly half of all food is wasted with more than 40 per cent of this waste deemed avoidable.

Furthermore, the way food is produced and consumed fuels the climate crisis and is linked to an estimated one-third of greenhouse gas emissions globally, contributing to floods, fires, heat waves and drought.

In 2018, diverse stakeholders agreed that an advisory group was needed to find integrated solutions to complex food issues. They looked to food policy councils as models for collaboration that would include multi-sectoral representatives from across food systems.

Advocates of the Food Policy Advisory Council hoped this new collaborative initiative could offer guidance and build consensus on a range of different issues. Established in 2021, the council has advised the Canadian government on issues like food waste, agricultural sustainability, food insecurity and the design of a National School Food Program.

Insights from council members

Our conversations with Food Policy Advisory Council members revealed a shared belief in the need for a diverse group of food systems advocates to advise the government on food-related programs and policies. Members were deeply committed to the council’s process and brought diverse knowledge and experiences to the table.

Nonetheless, they pointed to flaws in the structure and function of the council. For example, representation and compensation, leading to inequities among members and their respective communities, were points of concern for many participants.

Furthermore, Indigenous representation was limited and members who stepped down were not replaced. Some participants noted tensions between the desire to openly engage with their constituencies and confidentiality agreements with the government about the council’s work.

Our research points to the need to involve Food Policy Advisory Council members more deeply in decision-making, and to establish a more transparent feedback process. Though a new round of council recruitment was launched in 2023 and many nominations were submitted, no new members have been selected. Furthermore, the Food Policy Advisory Council has not met since fall of 2023.

Wooden shelves lined with canned goods.
Canned products sit on shelves at a food bank in Ottawa in October 2022. THE CANADIAN PRESS/Adrian Wyld

Collaborative governance

Despite these challenges, the council can still play a critical role in supporting the Food Policy For Canada and food systems more broadly.

In addition, outcomes from participatory governance have the potential to ensure government accountability, to fuel new and innovative ideas and to build valuable relationships across sectors, scales and places. In this moment of crisis and uncertainty, this type of collaborative governance is essential.

For this to happen, the Food Policy Advisory Council needs to be prioritized by its members and by the Liberal government, and provided with adequate resources and capacity to ensure its ongoing success. The new minister of agriculture and agri-Food, Heath MacDonald, will ultimately decide the Food Policy Advisory Council’s fate.

As American democratic institutions falter and our strongest ally imposes wide-ranging tariffs and threatens Canadian sovereignty, the federal government must preserve and enhance participatory governance entities like the Canadian Food Policy Advisory Council.

It’s an innovative space for finding solutions with civil society, the private sector and Indigenous communities that could ultimately strengthen both democracy and food systems in Canada.

About the Authors:

  • Charles Z. Levkoe is the Canada Research Chair in Equitable and Sustainable Food Systems, Lakehead University
  • Jill K. Clark is a Professor of Public Affairs
  • Johanna Wilkes is a Research Assistant, Food Systems, Lakehead University
  • Peter Andree is a Professor of Political Science, Carleton University

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This article originally appeared in The Conversation.