Tahini’s Restaurants, one of Canada’s fastest-growing restaurant chains, has announced the grand openings of two new locations in Ontario this May: one in Toronto’s vibrant Queen and Spadina neighbourhood and another in the heart of Newmarket. These openings mark an exciting milestone for the Mediterranean fusion brand as it continues its rapid national expansion.
The Toronto location, situated at 430 Queen St. W., will officially open its doors on May 25. “Opening at Queen and Spadina is a huge milestone for us,” said Omar Hamam, Founder and CEO of Tahini’s. “This corner represents the heart of Toronto’s energy and culture, and we’re proud to now be part of such a vibrant and diverse community.”
Omar Hamam
The downtown Toronto restaurant is owned and operated by Charitha Gurram, a seasoned hospitality professional with a passion for bold flavours and exceptional service. “Opening this restaurant is a dream come true,” said Gurram. “It’s the result of vision, dedication, and a genuine love for creating memorable moments through food and service. We’re ready to make Tahini’s a local favourite on Queen Street.”
Just a week earlier, on May 18, Tahini’s will open its newest Newmarket location at 17480 Yonge St. “This is such an exciting milestone for Tahini’s as we continue expanding across Canada,” said Hamam. “Newmarket is a vibrant and fast-growing community, and we’re thrilled to introduce our fresh take on Mediterranean cuisine to the neighbourhood.”
The Newmarket location is operated by Kalyan and Anitha, a husband and wife duo whose shared love for food and community drives their work. “This opportunity means so much to us,” said Kalyan. “We’ve always dreamed of owning a restaurant that brings people together over great food, and Tahini’s allows us to do just that. We’re excited to welcome the community and share the bold flavours that make this brand so special.”
Tahini’s is widely recognized for its bold, globally inspired take on Mediterranean classics. Signature dishes include the Crispy Spice Shawarma, Jamaican Jerk Shawarma, and the newly launched Korean BBQ Shawarma, all made with fresh ingredients and packed with flavour.
With over 60 locations across Canada and plans to reach 100 by the end of 2025, Tahini’s is continuing to grow rapidly and is actively seeking franchise partners and area representatives to help bring its unique offerings to more communities.
Founded in 2012, Tahini’s is a category-leading quick service restaurant group specializing in Mediterranean fusion. With locations across Canada, partnerships with FreshCo, and a line of retail products, Tahini’s has been fueled by nearly 2 billion views across its channels and is now preparing for international growth.
As global trade tensions and shifting consumer preferences continue to reshape the retail landscape, one Canadian company is not only weathering the storm — it’s thriving because of it. Toronto-based Apollo Health and Beauty Care, the country’s largest private label manufacturer in the health and beauty space, is seeing a significant uptick in demand for its Canadian-made products.
Founded in 1993, Apollo has grown into a manufacturing powerhouse supplying innovative personal care products across North America.
“We’re an absolute leader in the Canadian and North American landscape, manufacturing innovative products for Fortune 50 retail, for large consumer products goods companies, [and] for any number of interested parties who want to bring innovation, disruptive, beautiful product across a myriad of platforms to the marketplace,” said Charles Wachsberg, CEO of Apollo.
Charles Wachsberg
With facilities based in Canada and distribution spanning the U.S., Canada, and Mexico, Apollo operates within the framework of the United States-Mexico-Canada Agreement (USMCA), formerly NAFTA. That compliance has allowed the company to remain resilient in the face of international trade volatility.
“Our products are all USMCA compliant,” said Wachsberg. “We are operating in a tariff-free construct as an essential business and certainly as a compliant business to existing trade parameters existing between the U.S. and Canada.”
In 2023, the Canadian beauty market had an estimated revenue of $11 billion. This was projected to grow to $12.36 billion CAD in 2025, according to TFO Canada.
Despite global uncertainty, Apollo’s operations are unaffected by tariffs in its core markets. “There are no reciprocal tariffs both on the outbound or on the inbound within the Canadian marketplace and other markets,” he said. “Our USMCA status provides us with the umbrella of duty-free transactions.”
But it’s not just trade policy that’s fueling Apollo’s momentum. A new wave of consumer nationalism is playing an increasingly important role at the retail level.
“There has very much been a patriotic response in the U.S., and for the first time, Canadians are showing a patriotic bent that transcends beer and hockey,” said Wachsberg. “The support for Canadian innovation, Canadian production, [and] Canadian talent, which is plentiful, is changing behaviour at the register.”
According to Wachsberg, this trend is more than just a short-term reaction. “That behaviour, irrespective of what happens in the months and years to follow, may very well be a permanent shift,” he said. “It’s nice to be associated with that, and it’s nice to see Canadian pride and Canadian instincts running into the decision tree of what consumers purchase.”
Apollo’s operations span three core business pillars: private label manufacturing for major retailers, tolling services for large consumer brands, and the development of its own brands, which Wachsberg describes as “a holistic ecosystem of very prestigious, very unique products across all of the desired product platforms of constant use.”
In recent years, Apollo also played a critical role in public health, becoming “the largest manufacturer of PPE goods for Ontario” during the pandemic, and supplying disinfectants at scale.
Wachsberg believes that the loyalty to Canadian-made goods is strong enough that many consumers are even willing to make personal trade-offs.
“Canadians are prepared to make decisions even to the point of compromise,” he said. “We’re not going to buy bourbon because bourbon comes from regions outside of Canada, very specifically Kentucky.”
Yet when it comes to Apollo, compromise isn’t required.
“There is no compromise because we are a platform agent in the Canadian space. We’re truly a Canadian treasure,” said Wachsberg. “Apollo’s products would stand on merit as best in class and as unique on a global stage and it just so happens to be made by the ingenuity and innovation of Canadians.”
New Sephora store at 241 Rue Ste-Catherine W. in Montreal. Photo supplied
Sephora Canada has opened its newest retail location on Ste-Catherine Street West in downtown Montreal, marking its 18th store in Quebec and bringing its total Canadian store count to 132. The opening of this location not only expands the brand’s reach in one of Canada’s most important urban centres, but also signals confidence in the resilience of physical retail amid shifting shopping habits.
Located at 1241 Ste-Catherine Street West, the new 4,130-square-foot store replaces a former Armani Exchange location and is positioned between The North Face and a recently opened New Balance store. This stretch of Ste-Catherine Street has seen a surge in leasing activity, bolstered by nearby openings from Alo Yoga and a major Apple flagship under construction across from Holt Renfrew Ogilvy.
A Strategic Downtown Investment
This new Sephora location is the company’s second store in downtown Montreal. The first opened in 2012 at Complexe Les Ailes and was later renovated and integrated into the expanded Montreal Eaton Centre, where it reopened in 2019 as a 12,500-square-foot flagship. That larger store remains one of the biggest Sephora locations in the country.
Opening a second downtown store signals renewed confidence in the vitality of Montreal’s core retail zone, particularly as other shopping destinations like Royalmount draw interest away from the traditional downtown core. With the addition of the Ste-Catherine Street West location, Sephora deepens its physical presence in a key Canadian market.
New Sephora at 1241 Rue Ste-Catherine St. W. in Montreal. Image: Sephora
Elevating the In-Store Beauty Experience
Inside the new store, customers will find a selection of more than 340 leading beauty brands across categories including skincare, makeup, fragrance, and haircare. From high-end labels to affordable finds, the assortment aims to be accessible to a broad range of customers.
The store features signature services like Makeup Services and Colour iQ Shade Matching, enhancing the in-store experience with personalized consultations. These offerings continue to differentiate Sephora’s physical spaces from traditional beauty retailers and department store counters.
The Sephora Collection, the brand’s private label line known for its value and performance, is also prominently featured in the new store.
Sephora on Ste-Catherine St. W. in Montreal. Photo: Victor DiLallo Balsis
Building on a Nationwide Expansion Strategy
Sephora’s continued expansion in Canada follows an aggressive growth trajectory that began in 2004 with its first store at CF Toronto Eaton Centre. In November 2021, the company announced plans to open approximately 50 new locations nationwide, targeting underserved secondary markets and regional shopping centres.
The new Montreal store reflects a dual focus: solidifying its presence in major urban hubs while expanding access in smaller cities. Sephora is expected to surpass 160 stores across the country by spring 2026.
Real estate expert Jeff Berkowitz of Aurora Realty Consultants has played a pivotal role in guiding the brand’s Canadian store rollouts since Sephora’s entry into the market, and has negotiated Sephora’s store leases. Strategic site selection continues to be a core factor in Sephora’s physical retail success.
Sephora on Ste-Catherine St. W. in Montreal. Photo: Victor DiLallo Balsis
Competitive Positioning in a Crowded Market
The addition of a second downtown Montreal location also positions Sephora competitively against other luxury beauty destinations in the city. Nearby, Holt Renfrew Ogilvy’s 25,000-square-foot beauty hall continues to serve as a premium anchor for Montreal’s beauty scene.
With its curated product selection, experiential in-store services, and omnichannel integration, Sephora offers a compelling alternative for beauty shoppers seeking variety, access, and rewards.
This strategy may prove especially valuable as speculation grows that Ulta Beauty, Sephora’s U.S.-based rival, could renew its efforts to enter the Canadian market. Ulta previously explored a Canadian launch before delaying those plans.
Digital Integration and Omnichannel Capabilities
Sephora’s physical expansion is complemented by its robust digital infrastructure. Canadian consumers can shop online and take advantage of services such as Buy Online, Pick-Up In-Store (BOPIS), enabling a seamless omnichannel experience that blends digital convenience with in-person service.
The Sephora App also plays a key role in customer engagement, offering personalized recommendations, product tutorials, and early access to new releases. These tools help to bridge the gap between discovery and purchase, whether customers are shopping in-store or from home.
Under construction: Apple flagship store at Ste-Catherine and De la Montagne in Montreal. Photo: Victor DiLallo Balsis
Loyalty as a Brand Pillar
Central to Sephora’s long-term growth in Canada is its Beauty Insider loyalty program, which launched in 2007. The program includes three tiers: Beauty Insider, VIB (Very Important Beauty Insider), and Rouge, each offering increasingly valuable rewards such as early sale access, free shipping, and exclusive gifts.
With millions of members across the country, the loyalty program fosters customer retention and encourages repeat purchases, helping to solidify Sephora’s market dominance in an increasingly competitive beauty sector.
Community Engagement and Brand Alignment
Sephora Canada has also aligned itself with broader community initiatives, reflecting evolving consumer values. In June 2021, the retailer launched a campaign celebrating National Indigenous History Month, collaborating with Indigenous artists and creators. The campaign underscored Sephora’s public commitment to inclusion and representation.
More recently, in January 2025, the company became a founding partner and official beauty partner of Toronto Tempo, Canada’s inaugural WNBA franchise. This partnership aligns Sephora with women’s empowerment and sport, further embedding the brand into Canadian culture.
Retailers across Canada are bracing for significant disruptions as a nationwide Canada Post strike looms, with a walkout set to begin as early as May 22. From e-commerce deliveries and flyer distribution to supply chain logistics in remote areas, the strike could reverberate through key segments of Canadian retail during the lead-up to the back-to-school season.
Gary Newbury, supply chain expert and founder of RetailAID, warns the consequences could be long-lasting.
Gary Newbury
“Retailers who were caught off guard last year should have learned their lesson,” he said. “This isn’t just a labour dispute—it’s a wake-up call for the retail sector to modernize.”
Strike Threat Follows Prolonged 2024 Labour Dispute
The current situation echoes the labour unrest of late 2024, when more than 55,000 Canada Post workers went on strike for 32 days, ending only after the Canada Industrial Relations Board ordered a return to work on December 17. The federal government extended the collective agreement to May 22, 2025, to allow for continued negotiations.
Talks between Canada Post and the Canadian Union of Postal Workers (CUPW) have since stalled. The union is demanding a 24% wage increase over four years and greater protections for rural workers. Canada Post, meanwhile, wants to introduce part-time weekend delivery workers to enhance flexibility and competitiveness. A federal mediator and a government-appointed Industrial Inquiry Commission have been involved, but no resolution has been reached.
“We’re in the same place we were five months ago,” said Newbury. “Only now, we’re heading into another peak retail period—this time, back-to-school.”
E-Commerce Retailers Scramble for Alternatives
Parcel shipping will bear the brunt of the disruption, particularly for small and mid-sized e-commerce retailers who rely on Canada Post for affordable delivery services.
“Many independent retailers already took a hit during the last strike,” said Newbury. “They’ve since been contacting FedEx, Purolator, and UPS to establish new partnerships.”
Even for retailers who still use Canada Post, the uncertainty is driving change. “Some have rate shopping software that compares carriers in real time. AI is already helping retailers choose faster, cheaper alternatives,” he noted.
Consumers may see longer delivery estimates or be encouraged to shop in-store. “Orders placed after May 19 could get trapped in the system,” Newbury warned. “If the strike starts on May 22, mail and parcels sitting at sortation centres might be stuck for weeks.”
Remote Communities Face Disproportionate Risk
Canada Post remains a vital service in many rural and remote communities where private courier services don’t operate consistently. According to Newbury, these areas could face critical delivery delays—not only for online orders, but also for legal documents, pension cheques, and government payments.
“Those who are vulnerable—like seniors on Employment Insurance or people needing legal documents—don’t always have digital options,” he said. “During the last strike, Canada Post may have found a way to get some critical mail through, but it wasn’t consistent.”
Retailers in these areas are in a tough position. “They often don’t have the volume to justify using UPS or FedEx,” Newbury said. “When Canada Post goes down, so do their e-commerce operations.”
Image: Canada Post
Back-to-School Supply Chain Under Threat
Although most store inventory moves through freight trucking and not Canada Post, Newbury cautions that a strike could derail online orders for back-to-school products—particularly in rural or suburban markets where families rely on online shopping.
“This is about timing,” he said. “Back-to-school flyers, online deals, and promotional sales often hit weeks in advance. If your flyer doesn’t get delivered or your parcels don’t ship, you miss the season.”
He added that consumers may opt to shop in-store more frequently to avoid delays. “There could be a short-term surge in local shopping, especially if retailers communicate early and clearly,” he said.
Flyers and Promotions Also Caught in the Crossfire
While much of the media focus has been on parcel delays, Newbury pointed to another overlooked but vital service—flyer distribution. For years, Canada Post has been a primary delivery channel for weekly retail flyers, especially since the closure of many community newspapers.
“This has been bread-and-butter work for Canada Post,” said Newbury. “In places like Oshawa, where local papers like Oshawa This Week folded, flyer delivery became a key function.”
He explained that flyer circulation was suspended during last year’s strike to avoid the cost of printing ads that would sit undelivered in trailers or sortation facilities. “If the flyers arrive weeks late, the promotions are already expired. Retailers don’t want to waste that budget.”
Retailers should have already begun shifting their strategy, he added. “Following the debacle over last year’s peak trading, retailers ought to have been pushing consumers to go digital—viewing flyers online, signing up for emails, or using mobile apps with personalized offers.”
Newbury said he suspects flyers were mailed out this week for delivery next week, with the expectation that distribution will halt entirely once a strike is confirmed. “Retailers can’t afford to gamble on whether their flyer will ever make it into mailboxes.”
Canada Post’s Long-Term Viability in Question
Canada Post has struggled with declining letter volumes for over a decade, with annual mail dropping from 10 billion letters to less than 2 billion. Parcel volumes surged during the early days of e-commerce but have become increasingly competitive as Amazon and private carriers build out their networks.
“Canada Post had an opportunity to be the backbone of Canadian e-commerce,” said Newbury. “Instead, they shut down local sort centres, centralized operations, and failed to innovate.”
He pointed out that simple changes—such as restoring local mini sortation centres—could significantly improve delivery speed and efficiency. “If I send a package within Whitby, why does it have to go to Mississauga and back? That makes no sense.”
Federal Government Faces Mounting Pressure
Because Canada Post is a Crown corporation, the federal government plays a direct role in its governance. Newbury argued that Ottawa has been too passive in handling the dispute.
“They sent in a mediator, but they haven’t asserted control,” he said. “If they’re going to keep funding a business that loses $750 million to $1.5 billion annually, taxpayers deserve better oversight.”
He added that without serious intervention—either to modernize operations or renegotiate labour agreements—Canada Post could lose more ground to private competitors. “We’re not talking about a few parcels here. This is systemic. It’s a reputational hit they might not recover from.”
Retailers Must Act Now
With the strike deadline approaching, Newbury urged Canadian retailers to act immediately.
“Retailers need two contingency strategies: first, secure alternative carriers; second, be transparent with customers,” he said. “Let them know there could be delays. Encourage local pickup where possible.”
Some small retailers may even suspend online sales altogether. “If the cost of using a private carrier outweighs the margin on the sale, it’s not worth it. A few are already saying, ‘Come to the store instead,’” said Newbury.
As for flyers, Newbury noted: “This week may be the last reliable opportunity to distribute printed promotions for a while. After that, the shift to digital needs to accelerate.”
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
Hudson's Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
Canadian Tire will acquire key intellectual property from the Hudson’s Bay Company, including its iconic multicolour stripes, historic coat of arms, and a suite of brand trademarks, in a $30-million transaction subject to court approval.
The deal comes as Hudson’s Bay, Canada’s oldest company, continues the liquidation of its department stores across the country under court protection granted earlier this year.
The transaction includes trademarks for Hudson’s Bay, The Bay, the recognizable HBC coat of arms, and the company’s multicoloured stripes—design elements that have become emblematic of Canadian retail history. The Hudson’s Bay Company dates back to 1670 and had long used the stripes as a branding element, most notably on wool blankets and outerwear.
“Some things are just meant to stay Canadian,” said Canadian Tire President and CEO Greg Hicks in a statement released Thursday. “We are honoured to welcome many of HBC’s leading brands – including the iconic HBC coat of arms and the Stripes – into our Canadian Tire family.”
Deal Part of Broader Sales Process
Instagram post from Canadian Tire, indicating the acquisition of Hudson’s Bay’s IP
The agreement was reached as part of a court-supervised process under the Companies’ Creditors Arrangement Act (CCAA). Hudson’s Bay has been seeking buyers for its assets since filing for creditor protection on March 7, citing more than $1.1 billion in liabilities and ongoing operating losses.
According to court documents, 17 bids were submitted for various parts of the company, including intellectual property and private-label brands such as Zellers and Distinctly Home. Twelve parties also submitted offers for a total of 39 leases. Canadian Tire disclosed that it was among those bidding for leasehold interests.
The court is expected to review the deal and other asset transactions in the coming weeks, with final approvals anticipated by early summer. The Canadian Tire transaction is expected to close later this summer, pending court approval and other conditions.
Hudson’s Bay Winding Down Retail Operations
The intellectual property sale follows months of failed attempts by Hudson’s Bay to restructure or find a buyer to continue operating select stores. The company initially sought to preserve approximately 40 locations and later reduced its plan to six key stores. According to a confidential investor memo obtained by The Globe and Mail, an $82-million investment would have been required to support those six locations in the first year alone.
With no buyer committing to that plan, the company added those final stores to the liquidation process. Clearance sales are expected to be completed by the end of May, with stores vacated by the end of June.
Hudson’s Bay President and CEO Liz Rodbell commented on the agreement in a statement released Thursday.
“We are grateful that the HBC brand has found a home with another heritage retailer that encapsulates the uniquely authentic Canadian experience,” said Rodbell. “I have no doubt they will be strong stewards of the more than 350-year HBC legacy as they move our iconic brands forward.”
Canadian Tire Expanding Portfolio of Owned Brands
Canadian Tire has increasingly focused on expanding its portfolio of owned and exclusive brands. In recent years, it has acquired several well-known names including Woods (2014), Paderno (2017), and Sher-Wood Athletics Group trademarks (2018). In 2024, owned brands accounted for 37.5 per cent of the company’s total retail sales.
Hicks described the acquisition of the Hudson’s Bay IP as consistent with the company’s “True North” strategy.
“This choice feels as strategic as it feels patriotic,” Hicks said. “It builds on our generational connection to life in Canada.”
Uncertainty Over Future Use of HBC Brands
While Canadian Tire has not disclosed specific plans for how the newly acquired brands will be used, analysts believe the most immediate application will be through merchandise integration.
Retail strategist Carl Boutet said the multicoloured stripes and coat of arms are most likely to appear on products sold in Canadian Tire stores.
Carl Boutet
“I suspect we will see blankets with the stripes on shelves,” Boutet said. “The interesting question is whether they’ll create a dedicated space for the brand, like a shop-in-shop, or simply incorporate it into the existing merchandise.”
Boutet said the acquisition could also serve as a strategic move to block competitors from leveraging the Hudson’s Bay name and legacy.
“This could prevent another player from reviving the brand in a format that might compete with Canadian Tire,” he said.
Brand Licensing Scenarios Unclear
It remains uncertain whether Canadian Tire would consider licensing the Hudson’s Bay name to a third party for retail use. Canadian Tire has so far indicated no interest in operating traditional department stores.
“If someone wanted to use the Bay name in a retail format, they’d likely need a license from Canadian Tire now,” said Boutet. “But I’d be surprised if the company was interested in allowing that.”
Boutet also noted that the acquisition includes customer goodwill and brand equity but raised questions about whether consumer data or customer relationship management (CRM) assets were included in the deal.
“There’s real value in first-party data,” he said. “But privacy regulations in Canada, such as CASL, would limit how transferable that data is.”
Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
Value of the Deal and Implications
Boutet said the $30-million price tag likely reflects Canadian Tire’s internal forecasts for product volume, brand leverage, and the promotional value of the acquisition.
“For Canadian Tire, the math is straightforward. They already know what volumes they can move in home textiles or décor,” he said. “This deal gives them a strong national story and a valuable brand that resonates with Canadians.”
The timing of Canadian Tire’s announcement, which came before court approval, raised some eyebrows in the retail community.
“It’s interesting they announced it so early,” Boutet said. “It suggests confidence in the outcome or that the monitor has indicated theirs is the winning bid.”
End of the Line for Hudson’s Bay Stores
The sale of intellectual property further narrows the chances that a new operator could revive Hudson’s Bay as a department store. Some investors had considered relaunching the chain or launching specialty stores under the Bay or Zellers names. Without ownership of those brands or the signature stripes, such plans are unlikely to proceed.
Getting a product from the idea to the store shelf is rarely simple. It involves dozens of moving parts, frequent revisions, and often—delays. That’s why more companies are turning to 3D product modeling to simplify and speed up their product development workflows. Using 3D modeling services, brands can create, test, and revise digital prototypes long before anything physical is made. That means faster launches, fewer mistakes, and more confident decision-making. This article explores how 3D modeling makes all of that possible—and why it’s quickly becoming a must-have for retailers competing on speed and innovation.
Retailers know this well: consumer preferences shift quickly, trends change overnight, and competition doesn’t wait. Getting caught in slow design cycles can mean missed windows, wasted resources, and products that launch too late to matter.
3D modeling services are helping companies avoid those problems. By bringing ideas to life digitally, brands can clarify what they’re building, test ideas earlier, and cut time from every stage of development. Instead of shipping sketches back and forth or relying on vague conversations, teams can collaborate around a high-resolution, interactive model.
Speed and accuracy? You finally get both.
The Role of 3D Modeling in Modern Product Design
Thanks to 3D modeling, what used to require several rounds of physical prototyping can now happen virtually. It’s like building the product in a digital sandbox—changing colors, reshaping parts, adding textures, and even testing how it performs under pressure—all before making anything tangible.
These models aren’t just visual. They’re technically precise, meaning engineers can measure tolerances, marketing can review aesthetics, and manufacturers can prep tooling—using the same source. That unified workflow minimizes mistakes and ensures every stakeholder sees the same thing.
By investing in 3D modeling services, brands remove the blind spots that slow development and inflate costs.
Benefits of Accelerated Time-to-Market
Time isn’t just money—it’s market share. Launching faster can be the difference between leading a trend or following it. Here’s how speeding up pays off:
Competitive Advantage: Being first means you set the standard and grab consumer attention before others even launch.
Cost Savings: Every delay eats up a budget. Digital iterations are cheaper and faster than physical ones.
Enhanced Responsiveness: You can pivot quickly when trends shift or feedback occurs.
Improved Product Quality: More time gets freed up for testing and fine-tuning instead of scrambling to meet deadlines.
Those benefits add up quickly, and with 3D modeling services handling the heavy lifting, they’re easier to reach than ever.
Case Studies: Success Stories in Retail
Let’s talk about real results. Using digital modeling, one household appliance brand shaved 10 weeks off its development cycle. They created a full 3D version of their new product and tested everything—from airflow dynamics to how buttons felt in the hand—without a single plastic prototype.
Another company, a boutique cosmetic startup, used a 3D product modeling company to design sustainable, refillable packaging. They tested different shapes, lock mechanisms, and textures digitally. By the time the prototype was manufactured, it was nearly final. There was no back-and-forth. There was no waste.
One shoe brand even used product 3D modeling services to test dozens of sole configurations digitally, then used customer feedback from digital previews to finalize their design. Thanks to the data they gathered early, their launch was not only faster but also more successful.
Integrating 3D Modeling into the Product Development Workflow
How do you start using 3D modeling in your product pipeline? It’s more straightforward than it sounds—and you don’t need to rebuild your process from scratch.
Step one: choose a 3D modeling service that understands your industry. The right partner will deliver great visuals and help translate technical specs into usable, manufacturable models.
Next, feed them your concept—whether that’s a sketch, a CAD file, or just a list of features. They’ll develop an initial model that can evolve through multiple iterations. This is where collaboration shines. Designers, engineers, and marketing teams can all review and comment on the model in real-time.
Finally, once approved, your digital model becomes the foundation for everything that follows: prototyping, tooling, packaging, and even advertising. Working with a solid 3D product modeling studio makes this transition smooth and reliable.
Future Outlook: The Evolving Landscape of 3D Modeling
Tech in this space is moving fast. AI is starting to play a role in automating the modeling process. Algorithms can recommend design tweaks, detect weak points, or even generate base models from reference images. That’s a big deal when you’re racing against a deadline.
At the same time, real-time rendering and immersive tools are becoming more common. Want to preview how your product looks on a shelf or in someone’s hand? Tools powered by 3D object modeling service providers can place it in a virtual store or simulate user interaction.
And we’re just scratching the surface. As more companies adopt 3D modelling services, expect new collaboration platforms, better material simulations, and even integrations with 3D printing for faster prototyping.
The key takeaway? This isn’t a trend—it’s the future of product development.
Conclusion
There’s no going back. Static sketches and slow physical iterations just don’t cut it anymore—not when trends move fast and consumer expectations are sky-high.
3D modeling services give you the speed, flexibility, and clarity you need to develop smarter, move faster, and reduce risk. Whether you’re designing packaging, consumer electronics, or fashion accessories, these services bring your team into alignment and your product closer to launch—without delay.
Need to turn your next idea into a real, market-ready object faster than ever? Then it’s time to work with a 3D product modeling company that gets your vision and delivers. With the right tools, and the right team, the journey from concept to shelf doesn’t have to be stressful. It can be your competitive edge.
In today’s fast-paced retail environment, operational efficiency and real-time tracking are critical for maintaining competitive advantage. As digital transformation sweeps through industries, businesses are turning to compact computing solutions to streamline their processes. Among the standout innovations revolutionizing retail logistics is the mini PC—a small yet powerful device that delivers desktop-level performance without the bulk. Brands like GEEKOM are at the forefront of this shift, offering versatile and efficient mini PCs that are increasingly vital in logistics and supply chain management.
The Need for Streamlined Logistics in Retail
Retail logistics has become more complex with the growth of omnichannel sales, increased consumer expectations for fast shipping, and tighter competition. From inventory management to order tracking and fulfillment, every stage of the logistics chain must operate seamlessly. Traditional desktop computers often take up excessive space, consume more power, and require dedicated IT infrastructure, making them less than ideal for dynamic retail environments.
This is where the mini PC steps in. With a smaller footprint, lower energy consumption, and robust processing power, mini PCs offer a streamlined solution that integrates easily into logistics centers, point-of-sale systems, and warehouse tracking operations.
Mini PCs: Compact Yet Powerful
A tiny PC may be small in size but it brings to the table performance which many a traditional desktop does. They run on the latest processors and memory which in turn allows them to do what complex retail software, real time tracking systems, and analytics platforms require of them with great ease. Also in terms of portability and ease of install they do very well which is very important in a setting where space is at a premium or mobility is a priority.
In retail logistics mini PCs can be used for:.
Inventory Management: Mini PCs can be connected to barcode scanners and RFID readers, ensuring real-time inventory updates and reducing human error.
Shipping & Receiving: At docking stations, mini PCs can process incoming and outgoing shipments, print labels, and update the centralized logistics database.
Tracking & Analytics: Integrated with warehouse management software (WMS), mini PCs can track package movement, calculate delivery estimates, and analyze operational bottlenecks.
Why Retailers Are Choosing GEEKOM
GEEKOM is breaking into retail logistics with great success. What we see is that GEEKOM has put together an excellent product which is also very compact. Their mini PCs which have made them a hit are characterized by durability, energy efficiency and the flexibility that today’s retail environment requires.
Some retail sectors are putting into use GEEKOM devices which include:
Reliability: Designed for 24/7 operation, GEEKOM mini PCs can handle demanding workloads without overheating or performance dips.
Compact Design: Their small size allows for flexible placement—even mounted behind monitors or under counters.
Low Power Consumption: GEEKOM devices consume far less power than traditional desktops, reducing operational costs.
Connectivity Options: Multiple USB ports, HDMI, and Wi-Fi ensure seamless integration with scanners, monitors, printers, and other peripherals used in retail logistics.
Spotlight on the GEEKOM A6 Mini PC
For retailers in search of high performance solutions the GEEKOM A6 Mini PC is an excellent choice. Equipped with the latest AMD Ryzen 9 processor the A6 brings to the table speed and response which is a must for logistics intensive operations.
Key Features of the GEEKOM A6 Mini PC:
AMD Ryzen 9 6900HX Processor: With 8 cores and 16 threads, it handles multitasking and data processing effortlessly.
Integrated AMD Radeon 680M Graphics: Ideal for visually intensive dashboards and tracking systems.
High-Speed Storage: SSD options ensure fast boot-up times and smooth software performance.
Multiple Connectivity Ports: Equipped with HDMI, USB 4.0, and Ethernet for maximum flexibility.
These features which also include in their base performance real time results, very high device reliability and the ability to handle multiple tasks at the same time make the GEEKOM A6 Mini PC the ideal choice for retail logistics centers.
Applications in Real-World Retail Logistics
Retailers which have implemented the GEEKOM A6 report to see great results in terms of productivity and also system reliability. For example:
Warehouse Automation: The A6 is a central control hub for conveyor belts, robotic arms, and tracking sensors.
Smart Kiosks and POS: In store our solutions support the latest point of sale systems which also include interactive displays and fast transaction processing.
Remote Monitoring: Its compact build and large spec set which in turn makes it a great fit for use in delivery trucks and at remote fulfillment locations which in turn enable real time tracking and inventory visibility.
Mini PCs and the Future of Retail Tech
As technology in AI, IoT and machine learning grows in the logistics sector the role of edge computing devices which include mini PCs is going to increase. These techs require instant on site action which is what GEEKOM mini PCs do very well.
Also in the wake of growing issues related to sustainability and cost efficiency GEEKOM’s energy saving design philosophy is very much in step with what many retail chains are putting in place. We see smaller more efficient products which in turn reduce e-waste and extend product life which in turn contribute to a more sustainable tech system.
Final Thoughts
Retail logistics is seeing a shift toward more intelligent, speedy, and agile systems. In this transformation Mini PCs have become key players which we may note for their performance, portability and efficiency.
Among top players in this category GEEKOM has established itself as a reliable partner for retailers that are out to modernize and improve their efficiency. From overhauling warehouse systems to improving in store technology, GEEKOM’s mini PC range which includes the high performance GEEKOM A6 Mini PC does play a key role in your logistics solutions.
By integrating micro computers into the core of retail logistics we see that companies not only improve tracking and also prepare for what is to come in the digital retail space.
Giant Tiger Stores announced Thursday a new partnership with Ottawa-based creative marketing agency Banfieldto launch a new digital campaign, Sharing Canadian Values.
Recently launched across social media and on GiantTiger.com, the campaign highlights Giant Tiger franchisees’ vital role in their communities and their ongoing commitment to affordability. This partnership represents an important step forward for the proudly Canadian retailer as it teams up with Banfield to boost brand awareness of Giant Tiger’s low prices, amazing finds, and strong community support – reinforcing its position as Canada’s place to save more money with customers, said the company.
“As a people-first organization, Giant Tiger empowers local owners to operate stores that reflect and serve the unique needs of their customers. At a time when trust and community connection matters more than ever, Sharing Canadian Values highlights franchisees as leaders helping shape the future of retail through their strong commitment to the lowest price, serving their customers, and the importance of the communities they proudly serve,” it said.
Gabrielle Hargrove
“Sharing Canadian Values is all about celebrating what makes Giant Tiger truly different – and that’s our people,” said Gabrielle Hargrove, Senior Vice President & Chief HR Officer, Giant Tiger Stores Limited. “Our franchisees are the heart of our business. They know their communities better than anyone, and they bring our values to life in every store, every day. Their passion, commitment, and local connections with their customers are the secret sauce of our franchise model. We’re proud to invest in their success and thrilled to collaborate with Banfield to share their stories in a powerful, relatable, and deeply authentic way to who we are as a brand.”
Giant Tiger, the leading Canadian-owned family discount store, is a privately held company with over 260 locations across Canada and employs over 10,000 people.
Banfield is an independent, bilingual, full-service creative agency based in Ottawa. Founded in 1973, it specializes in brand development, digital marketing, video production, content creation, and integrated campaigns.
Timothy Jones
“Giant Tiger is a uniquely Canadian success story, and we are excited to be working with locally owned franchises to share how they have a real impact in their communities. Seeing it all come to life and take on meaning through the personal stories of owners, staff and everyday Canadians has been very rewarding,” said Timothy Jones, President & Creative Director, Banfield. “Working closely with Giant Tiger, our team has poured their passion into every detail, and I couldn’t be prouder of what we’ve created together.”
Recently, Giant Tiger was announced as a finalist for the Retail Council of Canada’s Talent Development Award at the 2025 Excellence in Retailing Awards, recognizing the Franchisee Development Program, which prepares future store owners with hands-on training in leadership, operations, and community engagement.
Running through July 31, the Sharing Canadian Values campaign will feature new content released weekly across Giant Tiger’s social media platforms and website, in both English and French, with a targeted marketing strategy to amplify the campaign’s reach – sharing compelling stories that celebrate entrepreneurship, affordability, and community connections.
Shoppers at CF Chinook Centre in Calgary. Photo: Cadillac Fairview
Canadians are increasingly feeling the pinch of rising prices and responding by shifting their purchasing behaviour, as tensions surrounding U.S. tariffs under President Donald Trump continue to build. According to a new Trump Tariffs Tracker survey conducted by Leger between May 9 and 11, a clear majority of Canadians are noticing inflationary pressures and are changing how and where they shop, with growing support for buying local and reducing American purchases.
Majority of Canadians Report Price Increases
Seventy-five percent of Canadians surveyed said they believe consumer prices have increased in recent weeks. The perception is consistent across most regions and age groups, with the highest concern reported in Atlantic Canada (85%) and among older Canadians aged 55 and over (80%). Only 15% of respondents said they had not noticed price increases, and a further 10% were unsure.
This growing sense of inflation is not unique to Canada. South of the border, 69% of Americans also reported price increases, although this figure marks a four-point drop from the previous week. Notably, perceptions in the U.S. were influenced by political alignment: 87% of Democrats believed prices were rising, compared to 54% of Republicans.
Canadian Consumers Turning Away from U.S. Goods
In response to rising prices and growing unease over tariff policies, Canadian consumers are increasingly shifting away from American goods and services. The Leger report reveals that 69 percent of Canadians say they have reduced their purchases of American-made products sold in stores. A similar proportion—66 percent—report buying fewer U.S. goods online, and 55 percent say they have scaled back their purchases on the Amazon platform. American fast-food chains have also been affected, with 51 percent of Canadians indicating they are now frequenting brands such as McDonald’s, Starbucks, KFC, Burger King, and Subway less often. Meanwhile, 43 percent of those surveyed said they are cutting back on visits to major U.S. retail chains, including Walmart, Costco, and Winners.
These findings point to a growing trend of economic disengagement from American consumer brands, reflecting both political dissatisfaction and personal financial recalibration. With inflation concerns mounting and retaliatory trade measures in place, Canadian shoppers are sending a signal through their wallets, choosing to support domestic alternatives or limit discretionary spending altogether.
Surge in Support for Local Spending
Alongside this shift, support for local Canadian businesses is growing. Seventy-four percent of Canadians said they had increased their purchases of local products in recent weeks. Support for domestic spending was especially strong among supporters of the Liberal Party (86%) and Bloc Québécois (84%).
This trend toward “buying Canadian” aligns with national sentiment around economic resilience and self-reliance, particularly as retaliatory tariffs begin to impact a wider range of goods and services.
Support for Tariff Retaliation Remains Strong
Two-thirds of Canadians (67%) support the federal government’s decision to respond “dollar for dollar” to tariffs imposed by the United States. This includes 33% who strongly support the measure. Support is highest among Liberal (83%) and Green Party (86%) voters, while 52% of Conservative voters also back the retaliation.
Despite a slight dip in support compared to the previous week (down two points), national consensus appears to favour defending Canadian interests through reciprocal trade policies.
Public Opinion on the Carney–Trump Meeting
Awareness of the May 6 meeting between Canadian Prime Minister Mark Carney and U.S. President Donald Trump was notably high, with 80 percent of Canadians indicating they had seen, read, or heard about the event. However, views on the outcome were mixed. While 24 percent of respondents said they believed the meeting would improve Canada–U.S. relations, a larger portion—40 percent—felt it would have no real impact. Another 13 percent said they thought the meeting would actually worsen bilateral relations.
When asked to assess Prime Minister Carney’s performance, nearly half of Canadians (48 percent) said he clearly stood up for Canada’s interests during the meeting. A further 24 percent said they believed Carney should have taken a stronger stance against Trump. The remaining respondents were either unsure (20 percent) or said they had not heard enough about the meeting to form an opinion (8 percent). These findings underscore both the complexity of cross-border diplomacy in the current political climate and the nuanced expectations Canadians have of their leaders when navigating high-stakes international discussions.
Tariff Impact Seen as Economic Threat
Concern about the economic impact of the Trump administration’s tariffs remains high. Seventy-nine percent of Canadians believe the tariffs will have a negative effect on the Canadian economy. Only 9% see a potential benefit, and 11% remain unsure.
In the United States, opinion is more divided: 54% of Americans believe the tariffs are bad for their own economy, while 27% see them as positive — with strong partisan splits. Among Republicans, 57% believe tariffs will help the U.S. economy, compared to just 7% of Democrats.
Personal Financial Pressure Intensifies
The report shows that 91% of Canadians expect the tariffs will have an impact on their personal financial situation. A full 24% say they will have a major impact, while 47% anticipate a moderate one. Only 3% believe the tariffs will have no impact at all.
Similar sentiment was recorded in the United States, where 82% expect the tariffs to affect their personal finances.
Adding to the financial strain, 43% of Canadians reported living paycheque to paycheque, a figure only slightly lower than the 55% reported in the U.S. Younger Canadians (ages 18–34) and those in Ontario and Alberta reported the highest levels of financial stress.
Recession Worries on Both Sides of the Border
Nearly half (49%) of Canadians believe the country is currently in a recession, with higher concern among those in Alberta (68%). In the U.S., the share of Americans who believe they are in a recession dropped five points from the previous week to 47%.
Despite these concerns, 67% of Canadians still describe their household finances as either “good” or “very good,” although that number is down compared to earlier in the year.
Job Security Remains a Concern
Among employed Canadians, 39% expressed concern about losing their job in the next 12 months, with 13% saying they are “very concerned.” Americans reported slightly higher concern levels at 43%, with younger workers particularly anxious.
Conclusion
As trade tensions continue to escalate and inflationary pressures mount, Canadians are increasingly adapting their shopping habits and voicing support for policies that bolster domestic resilience. With more than two-thirds of respondents backing retaliatory tariffs and nearly three-quarters choosing to buy local, the data reflects a growing desire among Canadians to protect their economy and shield themselves from the impact of foreign policy decisions.
