Most people are afraid to send international shipping because of the price. We researched the Internet and found some important information we want to share with you. Shipping to Europe, Asia, and Australia is not as expensive and time-consuming as it seems.
We suggest using some tips for cheaper options based on our experience.
Choosing the Right Company for International Shipping
Timeframes and cost are the most pressing factors that every Canadian faces. Of course, there are many options for shipping to the USA or Mexico. However, what should you do when it comes to Europe, Australia, or Asia?
Here are a couple of tips on how to choose the right company:
Exact time frames. Don’t be fooled by too fast international shipping. You should understand that any parcels go through a certain route: sorting center, loading into containers, airmail, sorting center in the country of arrival, and local delivery. It is impossible to do all this in, for example, 5 days. Therefore, if the company indicates average terms of 10-14 business days, it means they know the real situation. Such services can be trusted.
Study the website. If it has detailed information, step-by-step guides, and tax data, this inspires more confidence.
The presence of a tracker. It’s simply a must-have in our time to track all shipments.
We liked the Meest company for several reasons, including the tariffs. Below, we will give you advice on choosing good and cheap options.
Lifehacks: Cheapest Way to Ship Internationally
We are happy to share some tips on the example of the company mentioned above. They are based on studying their website:
It is not always profitable to choose the smallest quote. For example, a 2 kg parcel is much more profitable than a 1 kg one. In this case, you can include all the things that you want to include in worldwide delivery.
To plan your shipment, you can find suitable ones by weight. Remember that the maximum possible weight is 30 kilograms.
Please note that the price includes taxes. However, special categories of goods, such as electronics, receive an additional tax in India. To avoid unforeseen situations, please check the terms and conditions on the delivery service website.
Try discounts and promo codes. You can find them on the website after specifying the country’s destination in the main menu.
Having studied all the tariff options, you will find the best international shipping rates.
Send Package from Canada and Pack It Correctly
We were attracted by the possibility of calling couriers to your home when sending. At the same time, Meest does not charge an extra fee for coming to you. So why not try? It is essential to know how to pack your box correctly:
Take only new containers.
Fill the empty spaces inside. As an additional gift to relatives, you can give them an extra blanket or other fabric items to protect all the goods inside.
Find the best way to pack fragile items. The vase should be wrapped with bubble wrap or a thick sweater, and the structure can be secured with tape.
Reliably glue the printed form with the address and barcode to ship overseas. It is better to cover its entire surface with tape, which will protect it from moisture and damage.
Conclusions: We found that the prices are reasonable and that reliable cargo companies are on the market. So why not try sending the first small parcel to test it out? We would be glad if we helped you with this issue.
We also found interesting information about discounts on the eve of major holidays. Airports and vehicles may be busy, but you can use this extraordinary opportunity to make the departure cheaper.
Byron and Dexter Peart in the new GOODEE retail space in Montreal's Westmount. Image supplied
Twin brothers Byron and Dexter Peart, widely recognized for launching the minimalist luxury brand WANT Les Essentiels, have returned to their hometown of Montreal with a new mission and a bold new retail concept. Their latest venture, GOODEE, has officially opened its first permanent retail location in Westmount at 4820 Sherbrooke Street West. The 1,000-square-foot space merges sustainability, exceptional design, and global craftsmanship in a curated, intentional environment that reflects the brothers’ evolved philosophy of conscious commerce.
“It’s a bit like coming back home,” said Dexter Peart in an interview. “Westmount was where we opened our first store with WANT. Now, years later, with GOODEE, it feels right to return to a neighbourhood we know so well—and one that knows us.”
What’s in a Name? Good Design, Good People, Good Impact
The name GOODEE encapsulates the brand’s core mission: to offer consumers good design from good people that creates a good impact. It’s a simple but powerful philosophy.
“When we were developing the brand, we wanted a name that would resonate emotionally and culturally,” said Dexter. “GOODEE is lighter, more joyful. It makes people smile when they hear it, and that’s the kind of energy we want to project—hopeful, colourful, accessible.”
Byron Peart agreed, adding, “The conversation around sustainability and ethics in design can often feel heavy or overly academic. GOODEE brings an uplifting and approachable tone to the dialogue.”
That tone is also reflected in the physical space. The retail store has been designed to feel more like a warm, lived-in home than a stark gallery. With tactile surfaces, natural materials, and vibrant displays, the store is meant to stimulate the senses and spark curiosity.
New GOODEE retail space in Montreal’s Westmount. Image supplied
A Curated World in 1,000 Square Feet
Stepping into the GOODEE store is meant to feel like stepping into a global home—one where every object tells a story. According to Byron, “People keep saying the space feels comforting, inviting. It’s already being described as a home, and that’s exactly the atmosphere we hoped to create.”
Inside the compact yet carefully arranged space, shoppers will find products from over 30 countries, ranging from home décor and tableware to gardening tools and children’s furniture. Everything is sourced with strict sustainability and ethical standards in mind.
Signature brands featured in the store include The Baba Tree, known for its vivid, handwoven baskets from Ghana, and ecoBirdy, a European brand that turns recycled plastic toys into beautifully designed children’s furniture.
“These are products that aren’t just beautiful—they’re meaningful,” said Dexter. “The Baba Tree is a fair-trade leader in Bolgatanga, while ecoBirdy runs educational programs teaching children about recycling. It’s that layered story that adds value beyond the product itself.”
Sustainability Meets Curation: The GOODEE Approved Process
What sets GOODEE apart is its rigorous vetting process. The brand’s internal assessment system—originally a 29-question survey—has matured over the years into a robust framework for evaluating the sustainability and ethical footprint of every brand and product it carries.
“We’re not trying to replicate what B Corp does,” said Byron, “but we are trying to highlight impact in all its diversity. Some brands focus on recycling, others empower women in underserved communities. Our job is to platform those efforts and make them visible to customers.”
GOODEE’s commitment is so deep that it publishes a detailed Impact Report annually, offering full transparency into its sourcing, partnerships, and environmental performance. For a company only six years old, having already issued five Impact Reports is an impressive feat.
“This isn’t about greenwashing,” Byron emphasized. “This is about creating trust through transparency. We want our customers to buy less, but buy better.”
New GOODEE retail space in Montreal’s Westmount. Image supplied
Digital First, Physical Next: Building a Bridge Between Worlds
GOODEE was launched in 2019 as a digital-first platform, a space where thoughtful consumers could discover and purchase ethically made home goods. The Peart brothers chose to start online to reach the widest possible audience across North America, but they always knew there would be a time to go physical.
“We realized there was a growing need to meet our customers in real life,” said Dexter. “There’s something irreplaceable about seeing, touching, and experiencing these products in person.”
The Montreal store is not GOODEE’s first foray into physical retail—previous pop-ups in Los Angeles and New York City tested the waters. However, this permanent space in Montreal represents a key milestone.
“We’re thinking of this as version 1.0,” said Dexter. “It’s a space for us to refine what physical retail means to GOODEE. Once we’ve honed that, yes—we absolutely have ambitions for more stores in other cities.”
Westmount as a Symbolic Launchpad
Choosing Westmount was more than a matter of convenience. Beyond its proximity to the GOODEE headquarters and the Pearts’ personal lives, the area also holds symbolic value.
“Westmount is going through something of a retail renaissance,” said Dexter. “We felt like we could be part of that revitalization. The last time we opened here, it was during a similar moment of transformation. It’s exciting to contribute again.”
The brothers also appreciate that being close to their office—just 10 minutes away—allows for nimble management and a hands-on approach to operations. “It’s a way to stay connected to the team, the customer, and the mission, all in one space,” Byron added.
GOODEE opened in an historic brick building, in the retail space at 4820 Sherbrooke St. W. in Westmount. Image: Apple Maps
A Merchant’s Heart: Serving the Customer with Purpose
Byron, who has been spending much of his time on the retail floor since the store’s opening, sees his return to physical retail as a natural extension of his roots.
“I worked in stores when I was young—I’m a merchant at heart,” he laughed. “What I love about GOODEE is that we’re combining that love of retail with a higher purpose. We’re not just selling things; we’re telling stories, we’re building community.”
And it’s clear that this mission resonates with customers. In the few days since opening, shoppers have responded emotionally to the space, often commenting on how “different” the store feels compared to other retail environments in the city.
“This is not a transactional space,” Byron stressed. “It’s experiential. It’s thoughtful. It’s joyful.”
Looking Ahead: A Scalable Vision with Soul
As GOODEE establishes its first physical footprint, the Peart brothers are already thinking about what comes next. While they remain grounded in their digital platform, they see enormous potential in selective brick-and-mortar expansion.
“There are cities in North America that are already highly engaged with our brand,” said Dexter. “We’re keeping a close eye on where those communities are strongest and how we might be able to serve them better in person.”
But wherever GOODEE goes, its values will remain constant: ethical sourcing, design integrity, meaningful storytelling, and human connection.
“We’re small and mighty,” Byron said. “We’re not trying to be everything to everyone. We have a point of view—and in today’s retail landscape, that matters more than ever.”
A New Kind of Retail Experience
In an era when many retailers are struggling to define their purpose or differentiate their offering, GOODEE stands out for its clarity, consistency, and heart. The Westmount store is more than just a retail location—it’s a manifestation of a philosophy, one built on decades of design experience, deep ethical commitment, and a belief in the power of beauty to effect change.
“This isn’t about trends,” said Dexter. “This is about timeless values—about living with intention and choosing products that reflect that. That’s the future of retail as we see it.”
Canada Goose at CF Toronto Eaton Centre (Image: Benoy)
Canada Goose, once celebrated as a Canadian luxury apparel success story, is facing increasing scrutiny from industry observers following a disappointing third quarter in fiscal 2025. The company’s results and ongoing strategic decisions have prompted Randy Harris, President of retail consultancy Trendex North America, to state bluntly: “The love affair with Canada Goose is over.”
In an interview, Harris outlined how a series of missteps and overextensions, particularly in direct-to-consumer (DTC) strategy and over-reliance on China, have left the brand vulnerable. While Canada Goose once seemed poised to become a global leader in high-end outerwear, recent financial and operational indicators suggest that its current strategy may be faltering.
Q3 2024: A Mixed Bag With Ominous Undercurrents
Randy Harris
In its Q3 2024 earnings report (fiscal quarter ending December 29, 2024), Canada Goose highlighted several initiatives aimed at reinvigorating the brand. Among them:
The launch of an inaugural capsule collection by designer Haider Ackermann.
An elevated wholesale shopping experience at Selfridges in London, featuring a Polar Bears International pop-up and dramatic window displays.
The opening of two new shop-in-shops, bringing the total permanent store count to 74 globally.
However, Harris said these “notable highlights” did little to address more fundamental concerns. “These are distractions,” he said. “They don’t address the core problem, which is a strategy that’s not working.”
What Canada Goose didn’t emphasize in its Q3 communication was even more telling, Harris noted. “They buried the real story,” he said. That story includes:
A 2.2% drop in total revenue for the quarter and a 1.2% year-to-date (YTD) decline.
A 1.4% decline in DTC revenue for the quarter and 1.0% YTD.
A 4.0% decline in Canadian revenue for the quarter and a sharp 16.9% YTD drop.
A 7.6% drop in Greater China revenue.
An 8.1% decrease in wholesale revenue for the quarter.
“Too Much, Too Soon”: A Strategy Misaligned with Reality
For Harris, Canada Goose’s shift toward a heavy DTC model is the brand’s most pressing issue.
“They want to be Nike or Levis,” said Harris. “But those companies are selling hundred-dollar items. Canada Goose is selling thousand-dollar coats. That’s not a DTC-friendly product, especially when they lack coverage in key markets like Europe.”
According to Harris, the brand’s retail footprint is too limited to support its DTC ambitions, particularly across the European Union. “They’ve got four stores in the UK and only one in all of France. None in Austria or Norway, where their product would make a lot of sense,” he said.
This lack of physical presence is hurting not only brand exposure but also revenue. “They’re trying to grow direct-to-consumer in markets where they don’t even have a presence,” he added.
Samsung and Canada Goose at Yorkdale (March 2021). Photo: Dustin Fuhs
Over-Reliance on China Raises Red Flags
Harris pointed to another area of concern: over-dependence on the Chinese market. In Q3, 38% of Canada Goose’s stores were in Mainland China, accounting for 36% of its total revenue.
“That’s just too much risk in one market,” Harris explained. “China’s economy grew by just 5% in 2024, and growth is expected to slow even further in 2025. You don’t build your long-term strategy on an economy whose growth is slowing.”
While the Asia-Pacific region (excluding China) saw a 28.4% sales increase, the performance wasn’t enough to offset broader declines. “Sure, they should celebrate cash increases and inventory reductions,” Harris said, referencing the 15% inventory reduction and 140.3% increase in cash reserves. “But those are band-aids. They don’t fix a flawed business model.”
Wholesale Woes: “They Applied a Hatchet”
One of the more perplexing moves, according to Harris, was the brand’s apparent abandonment of many wholesale partners, including Sporting Life—formerly one of its largest Canadian retail channels.
“They applied a hatchet to their wholesale business,” said Harris. “And they thought they could pick it up with DTC. It didn’t work.”
Wholesale revenue has been on a steep decline: down 8.1% in Q3 2024 and 28.5% in Q3 2023. For fiscal 2024, the company is forecasting a 20% drop in wholesale revenue overall.
“This is not sustainable,” Harris emphasized. “Wholesale gives them reach and stability, especially in markets where they can’t afford to open dozens of stores. Cutting off those relationships was shortsighted.”
Canada Goose at West Edmonton Mall. Photo: Canada Goose
Why Isn’t Management Being Questioned?
For Harris, the decline of Canada Goose is not just a story of shifting consumer trends—it’s a case of mismanagement.
“This was a beloved Canadian brand. We were proud of it, just like we are with Lululemon or Aritzia,” he said. “But its performance stinks lately, and no one seems to be calling out the executive team for their decisions.”
Harris believes it’s time for a hard reset. “They need to sit down and rethink the entire plan,” he said. “Yes, direct-to-consumer can be a good long-term goal. But in the short term, it’s a disaster.”
He added, “They should be leveraging wholesale partnerships to fill in the gaps where their stores aren’t present. That’s Retail 101.”
Canada Goose at CF Sherway Gardens (Image: Canada Goose)
Lessons from Nike’s U-Turn
Interestingly, Harris pointed out that other major brands—such as Nike—have reversed course on DTC extremism and returned to building wholesale relationships.
“Nike did a U-turn,” he said. “They realized they still needed strategic retail partners to maintain growth and brand strength. Canada Goose hasn’t made that pivot, and they’re paying for it.”
When asked if Canada Goose might eventually follow suit, Harris was cautious. “I don’t see any signs of that yet,” he said. “They’re sticking with a strategy that’s not viable right now.”
The Way Forward?
Asked what Canada Goose can do to restore growth, Harris chuckled before replying, “If I knew what they should do, I wouldn’t tell you for free. I’m not Mother Teresa of Calcutta—I don’t do this for the love of it.”
But he did offer a general direction: “They need to strike a better balance. Get back into key wholesale channels. Invest more in the EU. Stop trying to push $1,000 coats online in markets where you have low brand awareness.”
For Harris, the brand still has potential. “There’s nothing wrong with the product. People still admire the brand. But admiration doesn’t translate to revenue without the right sales strategy.”
A Cautionary Tale in Canadian Retail
As someone who closely tracks Canadian retail performance, Harris views Canada Goose as a cautionary tale.
“They were the darling,” he said. “But they grew too fast, made some wrong bets, and now they’re stuck.”
He added, “We need to start asking harder questions about how these strategies are being implemented. It’s not enough to chase trends—you have to know your customer, your geography, and your capabilities.”
In short, Canada Goose is no longer the unshakable retail giant it once seemed to be. Unless it recalibrates its strategy—and fast—it risks falling further behind in a luxury outerwear market that is rapidly evolving.
The Distillery District in Toronto, a popular hub for boutique retailers, restaurants, and artisanal businesses, is anticipating a strong spring and summer season despite ongoing economic uncertainty.
John Berman, principal and owner of the Distillery District, highlighted the district’s resilience, noting that local tourists are expected to make up a larger portion of the visitor base this year. The area, which spans 14 acres and houses approximately 100 businesses, has already seen a boost in traffic from both international and Canadian visitors, setting the stage for a promising season ahead.
With many visitors opting for domestic travel this year, local businesses like those in the Distillery District stand to benefit. Paula DiRenzo, owner of Blackbird Vintage Finds, an antique and giftware shop in the district, noted a shift in consumer behaviour due to recent tariff concerns, particularly from U.S.-made products. This has prompted many local businesses to pivot and increase their stock of Canadian-made goods, which DiRenzo believes will better align with the growing trend of supporting local brands.
Though challenges remain, both Berman and DiRenzo are optimistic about the future, pointing to the district’s unique blend of history, creativity, and artisanal offerings.
The Distillery District (Image: Dustin Fuhs)
With the shift in Canadians’ shopping habits, there’s never been a better time to rediscover the Distillery District. Among its 72 shops, restaurants, and art galleries, nearly 92% are Canadian-owned, and around 30% of goods are made on-site—from jewelry and apparel to vodka and chocolate. Originally the largest whiskey distillery in North America, the Distillery’s commitment to supporting local has been part of its DNA since 1832.
There are 88 retail / restaurant / café / education / art gallery tenants, plus 18 B2B office tenants.
For more than 20 years, the Distillery District has championed independent boutiques, artisans, talent, cultural experiences and chefs – fostering a destination where people can live, shop, dine, and experience the arts while effortlessly supporting local. Unlike traditional retail environments and other Toronto shopping malls, the Distillery’s Canadian ownership team (Cityscape) made a promise to the city of Toronto in their proposal to redevelop the site in 2001, and have stayed true to their support local commitment to this day.
Source: Distillery District
As Canadian consumers become increasingly conscious of where their products are sourced, businesses in the Distillery District are leaning into this wave of patriotism. Berman and DiRenzo both expressed confidence that this shift in consumer preferences will help local retailers navigate current economic challenges. The focus on Canadian-made goods is not only a response to market demands but also an opportunity to further enrich the cultural and economic fabric of the Distillery District, making it an even more attractive destination for both local and international tourists.
John Berman
Berman said the owners purchased the property in the winter of 2001 and opening date was May 22, 2003.
“We have approximately 400,000 square feet of area within the Distillery. About a third of that is retail. Within the Distillery, we have boutique retail, restaurants, theaters, galleries, and a quasi-retail space, such as showrooms like the Light Gallery and Artemide. The Distillery is spread across approximately 47 buildings over 14 acres.”
Berman said there’s no question there have been challenges over the last several months. There’s uncertainty with respect to the economy. However, the District had a very strong winter, with lots of tourists in Toronto up until the end of December.
“Now, we’re getting ready for the spring season, which is when the traffic and tourists return. We’re waiting to see what the impact will be from everything we’re reading about in the news,” he explained.
“I think the local tourist is going to be more likely to visit the Distillery this year. I think that will be very strong. We’ll still get tourists from abroad, including the U.S., but I think we’ll see more Canadian tourists, particularly from other provinces and outside Toronto.”
Source: Distillery District
Berman said most of the businesses are locally owned. There are some that have been acquired by larger companies. For example, Mill Street Brewery started in the Distillery District, grew exponentially, and was eventually purchased by Labatts, which is owned by Anheuser-Busch. So, while the ownership is no longer local, their production is still in Ontario. But for the most part, the businesses in the Distillery are locally owned.
“It’s amazing to see this wave of patriotism and support for local businesses. They will definitely benefit from this,” he said.
Source: Distillery District
“We have a very strong focus on the artisanal and creative industries. We have all sorts of tenants here that make products either in the Distillery or locally. We hope that everyone will come out to support them. With this wave of patriotism, it seems that our retailers will benefit from this. We’re hoping to see lots of local visitors this spring and summer.”
Paula DiRenzo
DiRenzo has been in the Distillery District for the past 14 years, selling vintage antiques and also a wide range of cool and interesting giftware.
“I wanted somewhere that had a gorgeous brick and mortar, but that attracted people from everywhere,” she said.
She said in mid-January clients would begin coming in and really starting to inspect the products and asking more questions about where things were made and making decisions on the spot. Some didn’t want to have anything to do with it, just simply from where it was from the States.
DiRenzo has long-standing repeat orders from suppliers in places like New York and California.
“Great people, small makers, women-owned businesses, all of a sudden they didn’t want that stuff anymore,” said the business owner.
Source: Distillery District
“It’s not a huge portion of the business because actually since COVID I have made it a mission to have more Canadian-made products in my shop because I’ve found by listening to people who visit from internationally, they are always intent on finding Canadian-made. So I thought, really, we need to fine-tune, I need to fine-tune my focus and start switching out and putting in more Canadian makers because that’s what people want, especially in a tourist area.”
But with the trade war DiRenzo all of a sudden found herself with a collection of products that nobody wanted.
“We’re not going burn it,” adding about 20 per cent of the products were from the U.S.
“I’ve been phasing it out over the last few years because I felt that it would be better if I did that and I wanted to. I thought it was only right to do so. You know, especially now.
“Now I have to figure out, number one, how to move this product because we’re invested and then replace it with something else quickly, which is not always possible.
Source: Distillery District
“I don’t know what’s going to happen. People are always asking me, “Are you worried? Are you worried about the tariffs? Are you worried about your business?” Like during the pandemic, when serious things happen, people may make decisions not to buy cars and go on big, elaborate, globe-trotting trips, but they’re always going to spend money to feel good.”
“Whether it’s like a candle, a piece of nostalgia they’ll still keep coming for those small luxuries. Because it makes them feel good about their life. They cut down on the big stuff. But for me anyway, I’ve always found that tough times we can weather through.”
Canadian counter-tariffs of 25% on vehicles imported from U.S., which came into effect today. (CNW Group/Unifor)
Canadian counter-tariffs of 25% on vehicles imported from U.S., which came into effect recently, are a necessary retaliation, says Unifor.
Lana Payne
“There is absolutely no justification for the United States to impose tariffs on Canadian vehicles. Canada did not start this trade war, but we have no choice but to fight. We refuse to back down and sacrifice Canada’s auto jobs and industry on Donald Trump’s alter,” said Unifor National President Lana Payne.
The new Canadian 25% counter-tariffs apply to fully-assembled vehicles imported into Canada from the U.S. that are non-compliant with the Canada-U.S.-Mexico Agreement (CUSMA). Imported vehicles that are compliant with the CUSMA, will only face tariffs on content not originating in Canada or Mexico. The counter-tariff does not include U.S. auto parts imported to Canada for manufacturing, said Unifor.
“These tariffs drive home the fact that Canada and the U.S. share an extraordinary and exceptional history manufacturing vehicles and parts together, and that Canada is still the largest international customer of U.S. made vehicles,” added Payne. “Canada’s response is aggressive but also designed to limit damage to Canadian jobs and our auto sector.”
Within days of the U.S. imposing tariffs on Canadian vehicles, Stellantis announced the temporary shutdown of factories in Canada, Mexico and the United States, resulting in thousands of layoffs, including thousands more throughout the supply chain, explained Unifor.
It said the federal government has committed that funds raised by the auto import tariff will go directly to support auto workers impacted by the trade war.
“We will not accept auto workers being treated as collateral damage in Donald Trump’s senseless trade war with Canada,” said Payne. “Unifor will fight to ensure that our members in auto, steel, aluminum, forestry, energy, mining, and any other sector injured by these senseless economic attacks is supported until the last unjust U.S. tariff is lifted.”
The Canadian counter-tariffs closely match auto tariffs imposed by the U.S. on Canadian vehicles, in clear violation of the CUSMA trade agreement negotiated by the previous Trump administration. The U.S. has also implemented a 25% import tariff on Canadian steel and aluminum with plans to hike existing duties on Canadian softwood lumber to 34.45%. An additional 25% tariff on Canadian goods and 10% tariff on energy and potash imported to the U.S. is also in effect on non-CUSMA compliant goods, explained Unifor.
“The U.S. has imposed tariffs on Canada’s auto sector despite shared experiences with industrial job losses, factory closures and heavy non-North American import penetration,” said the union.
“Unifor looks forward to additional details of the federal government’s announced remission framework to incentivize auto makers to invest and maintain and grow Canadian jobs.”
Read Unifor’s recommendations to protect jobs and shore up the economy here.
Unifor is Canada’s largest union in the private sector, representing 320,000 workers in every major area of the economy.
Walmart Canada will host its first-ever Canada Growth Summit on July 9, offering Canadian suppliers and entrepreneurs from coast-to-coast the opportunity to pitch their products directly to Walmart Canada’s merchants and be listed with the retailer.
The Growth Summit follows similar events in other markets around the world, including the United States, Chile, India, Mexico and Africa, attended by thousands of local suppliers.
This unique in-person event will help the retailer’s merchants discover and list new local suppliers, add even more Canadian-supplied goods into its assortment and continue to support and develop relationships with local businesses nationwide, said the retailer.
“Since 1994, Walmart Canada has been proud to work with Canadian suppliers across the country, buying billions of dollars’ worth of Canadian-made products,” said Venessa Yates, president and CEO, Walmart Canada.
“Our first Canada Growth Summit comes on the heels of announcing our historic $6.5 billion investment and will help to set the stage for our continued growth in Canada. More importantly, it reinforces our longstanding focus on partnering with Canadian suppliers and developing deep relationships with them as we work to better serve our customers.”
“Being listed at Walmart can be transformational for businesses and entrepreneurs. Through our first Canada Growth Summit, we’re honoured to be giving Canadian suppliers a platform and opportunity for scale as they pitch their products directly to our merchants,” said Sam Wankowski, chief merchandising officer, Walmart Canada. “We’re looking forward to discovering even more homegrown talent and to bring the best of these products to our shelves and online for our customers to enjoy at every day low prices.”
For over 30 years, the company said it has supported local Canadian suppliers, recognizing their critical role in driving economic growth, creating jobs, and delivering exceptional products to its customers. Continued collaboration between Walmart Canada and its Canadian suppliers has allowed the retailer to consistently bring a selection of phenomenal products to customers, including many made in Canada.
Diane J. Brisebois. Image: Retail Council of Canada
“Walmart’s first Canada Growth Summit is a testament to the company’s continued support of local Canadian businesses from coast-to-coast,” said Diane J. Brisebois, president and CEO, Retail Council of Canada. “The Summit also reaffirms Walmart Canada’s commitment to the growth of our local suppliers and on delivering the products that Canadians want.”
The Walmart Canada Growth Summit will take place at Walmart Canada’s Store Support Centre (head office) in Mississauga, Ontario.
Applications will close May 9. Selected suppliers will be invited to pitch their product to their potential merchant partner at the event, which will also include:
Keynote presentations hosted by the Walmart Canada leadership team
Educational supplier development sessions and networking opportunities
Dedicated support to list products on Walmart Canada’s growing online Marketplace
Walmart’s first Canada Growth Summit will take place in July 2025, reinforcing its commitment to local suppliers. (CNW Group/Wal-Mart Canada Corp.)
Walmart Canada has more than 400 stores nationwide serving 1.5 million customers each day.
As part of its 28 th annual Reputation study, Leger has unveiled its list of the most reputable companies according to Canadians in 2025 with retail giant Costco coming out on top.
Leger’s Reputation study has become the benchmark for measuring corporate reputation in Canada and monitoring how it changes over time. This year, Leger surveyed more than 38,000 Canadians to explore their perspectives on 326 companies across 30 different sectors.
Conducted annually, it is based on Leger’s exclusive model of six recognized pillars of reputation—financial success, social responsibility, honesty and transparency, quality, attachment, and innovation.
Lisa Covens
“Reputation is more than a static score—it’s a dynamic reflection of how Canadians see the world around them,” said Lisa Covens, Senior Vice-President, Public Affairs and Communications at Leger. “In today’s marketplace, brands that understand the evolving expectations of Canadians and actively work to meet them are the ones that will earn and keep their trust.”
The Top 10 Most Reputable Companies in Canada in 2025*
The maximum possible reputation score is 100. This year, according to Canadians, the most reputable companies are:
Costco (Reputation Score: 74)
Sony (Reputation Score: 74)
Samsung (Reputation Score: 73)
Google (Reputation Score: 72)
Canadian Tire (Reputation Score: 71)
YouTube (Reputation Score: 71)
Interac (Reputation Score: 69)
Dollarama (Reputation Score: 68)
Home Depot (Reputation Score: 68)
Toyota (Reputation Score: 67) *Methodology: 38,616 Canadians were surveyed to explore their views on 326 companies in 30 different industries.
In a landscape shaped by economic uncertainty, political disruption, and shifting consumer priorities, Leger said Reputation 2025 study reveals a growing divergence in how Canadians perceive corporate brands. “As inflation persists, public services falter, and cross-border tensions rise, Canadians are looking to companies—not just governments—to reflect their values, meet their needs, and navigate uncertainty with transparency and agility.”
Covens said the reputation score is quite simple. People are asked if they have a good opinion, bad opinion about a company and if they know the company.
The score can actually range from plus 100 to minus 100, plus 100 being everyone knows you and has a good opinion of you while minus 100 being that everyone knows you but does not have a good opinion of you.
“We do see scores in the negative, but you know, we are Canadian and I feel like we don’t see too many. This year we had eight companies of our 326 in the negative which is telling. That’s so small when you think that we evaluated more than 300 companies and only eight have a negative score. It shows that by and large Canadians feel positive, or more Canadians feel more positive, than the number of Canadians who feel negative. But beyond that, we dig further. What goes behind reputation or how we talk to our clients after and more in depth is we look at the six pillars of reputation that build into that,” explained Covens.
“So that was years of analytics and research that have come to these six main pillars. Is the company financially successful? Are they socially responsible, honest, and transparent? Do they have good quality of products or services? Are they innovative? And is there an attachment? Do Canadians feel attached to that company?”
The brand reputation is very important especially if they ever go through a crisis of sorts.
Geopolitics Reshaping Consumer Behaviour
January 20, 2025—the day Donald Trump was sworn in for his second term as U.S.President—marked a turning point. A series of hardline executive orders and new U.S. tariffs immediately strained Canada-U.S. relations. In response, Leger went back into field in March to reassess how this new political climate is impacting public opinion.
American Brands See Steep Drops
Several well-known U.S. brands have taken reputational hits since Trump’s inauguration: Netflix (-27): Price hikes landed poorly amid economic pressures and rising anti- American sentiment. McDonald’s & Starbucks (-22 each): As Canadians shift toward local loyalty, even iconic global brands have suffered. Tesla (-42), Meta (-28), Amazon (-29), and Google (-16): Publicized connections to the Trump administration, including inauguration funding and the rollback of DEI initiatives, contributed to steep declines. Coca-Cola (-24): Widely viewed as a symbol of American culture, the brand’s image was further impacted by media stories linking it to personal support for Trump. Canadian Brands See a Resurgence In contrast, Canadian companies that weathered early-year struggles have rebounded strongly: Canada Post (+24): Once this year’s study’s biggest loser due to strikes and service concerns, Canada Post’s reputation surged when we re-fielded in March as Canadians rallied behind homegrown brands. Canadian Tire (+4): A steady performer, its alignment with national values continues to reinforce consumer trust.
“Other rebounders include Air Canada (+8) and Sunwing (+6), which rebounded from earlier lows, and a suite of auto manufacturers—including Ford (+7), Subaru (+6), Mazda, Toyota, and Volkswagen (+5 each)—whose EV momentum and reliability resonated in uncertain times. Reputation 2025 shows that Canadians are watching closely—and acting accordingly. In an era of political polarization, economic strain, and global uncertainty, brand perception is being shaped by more than price and performance. Companies must not only deliver value but align with consumer values,” said the company, which is the largest Canadian-owned market research and analytics company, with more than 300 employees in eight Canadian and U.S. offices.
Electronic shelf labels show a maple leaf along with the price, indicating items made or produced in Canada, as a customer reaches for a carton of eggs at a grocery store in Ottawa on April 2, 2025. THE CANADIAN PRESS/Justin Tang
Though still in its early stages, the movement has already gained strong support from Canadians, with both consumers and businesses prioritizing homegrown products to strengthen the local economy.
Importantly, the shift isn’t limited to big retailers or headline product categories. Smaller retailers and established brands are also seeing tangible benefits.
Products prepared in Canada are displayed prominently at the end of an aisle at a grocery store in Ottawa on April 2, 2025. THE CANADIAN PRESS/Justin Tang
Ice cream producer Chapman’s, long known for its strong Canadian brand identity, has seen a 10 per cent increase in sales. E-commerce platform giant Shopify has reported a spike in sales for Canadian merchants across a long list of categories including mattresses, row boats, ribbons, armchairs and more.
Some provinces have pulled U.S. alcohol from store shelves to prioritize selling homegrown options, putting Canadian wineries, breweries and distillers in a position to grow substantially.
Though more data will emerge in the months ahead, early indications show that Canadians are backing the “Buy Canadian” movement not just in spirit, but with their wallets.
Helping Canadians choose Canadian
One of the most noticeable effects of the “Buy Canadian” campaign has been a nationwide effort to make it easier for consumers to identify Canadian-made products.
Demand for clear labelling has surged, prompting the Canadian Food Inspection Agency to issue a notice to industry urging producers to improve transparency.
Consumers are becoming increasingly proactive in educating themselves, with searches for “Buy Canadian” related terms skyrocketing in the past few months. Websites such as Madeinca.ca have seen a large uptick in traffic, peaking at 100,000 visits in a single day.
Retailers have been offering more in-store and online signage highlighting Canadian products. Loblaws has introduced a “Swap & Shop” tool in its Optimum app that helps users find Canadian-made alternatives for items on their shopping list. It has seen a 75 per cent week-over-week growth.
Home improvement retailer RONA has launched the “Well Made Here” campaign that provides staff training and partners with non-profits to educate consumers about Canadian-made alternatives.
Celebrity endorsements have also amplified the movement. Actor and comedian Mike Myers showcased the colloquial expression “elbows up” on Saturday Night Live, while Michael Bublé used his platform at the Juno Awards to deliver the message that “Canada is not for sale.”
Pushing the movement forward
Consumers have been turning to social media to further propel the Buy Canadian movement. Hashtags like #ShopLocalCanada and #MadeInCanada have gained significant traction, with nearly three million posts across major social media channels Facebook and Instagram.
A newly launched web browser plug-in called Support Canadian is also gaining attention. It works by bringing Canadian products to the top of search results on retailers such as Amazon. In its first week, it attracted 500 users. Although these numbers may appear small, early analytics suggest it could keep over a million dollars inside the Canadian economy.
Meanwhile, OScanAda, which uses AI and barcode scanning to provide detailed insights into Canadian ownership and sourcing, has been downloaded 160,000 times. MapleScan, which currently is ranked second in the shopping category on the Apple App Store, uses AI to scan products and suggest Canadian alternatives.
Brands are leveraging their Canadian roots
In response to growing national sentiment, a number of Canadian brands are using marketing strategies to underscore their national identity for consumers.
Kicking Horse Coffee, for example, has humorously rebranded the Americano as the “Canadiano” in a nod to Canadian pride. Black Diamond recently launched a campaign with the cheeky tagline “Made with 0% American Cheese.”
Meanwhile, Moosehead Brewery has launched a limited-edition “Presidential Pack” containing 1,961 beers — one for each day of the U.S. presidential term.
Products like these bottlers of mayonnaise are marked with a sign indicating they are prepared in Canada at a grocery store in Ottawa on April 2, 2025. THE CANADIAN PRESS/Justin Tang
Other companies have modified existing campaigns to better align with the movement. Sobeys recently debuted a new “So Canadian” campaign, a new iteration of its long-running “So.be.it.” campaign.
Whether through packaging that clearly marks country of origin or marketing campaigns that play on national pride, Canadian brands are leveraging their national identity to resonate with consumers.
A smart choice in uncertain times
The early momentum behind the Buy Canadian movement is promising. While Canada was largely spared from Trump’s most recent tariffs under the Canada-United States-Mexico Agreement, the unpredictability of U.S. trade policy and broader global tensions make it more important than ever to build long-term economic resilience at home.
The early days of the movement show a strong desire among Canadians to support local industries, protect jobs and reinforce national self-sufficiency. Even as higher costs and global disruptions remain real challenges, buying Canadian serves as both a practical and symbolic choice, one that reduces dependency on volatile foreign markets and strengthens the domestic economy.
This is a pivotal moment. The foundations of the movement are in place, and its early success is encouraging. For the “Buy Canadian” effort to have lasting impact, it needs sustained commitment from consumers, businesses and policymakers alike.
By continuing to prioritize homegrown goods and services, Canadians can help shield their economy from future shocks and chart a more independent, stable path forward.
About the Author:Melise Panetta is a Lecturer of Marketing in the Lazaridis School of Business and Economics at Wilfrid Laurier University
To build the 10,000 hotel rooms Vancouver urgently needs by 2050 to keep pace with growing demand, a new report released by Destination Vancouver and the BC Hotel Association, Hotel Community Impact Assessment, outlines a clear strategy to meet this target while boosting jobs, animating neighbourhoods, and unlocking billions in economic activity.
Shifts in the real estate market—such as declining demand for office and strata developments—have created a rare window of opportunity for hotel development, said the report.
Royce Chwin
“Hotel development needs to be seen as a city-building tool, said Royce Chwin, President & CEO of Destination Vancouver. “We’re seeing unprecedented interest for investment in new hotel properties in Vancouver. There is an opening to take swift action, otherwise capital will move wherever conditions are more favourable.”
Destination Vancouver’s 2023 study on the lack of new hotel capacity demonstrated that without new investment, that lack of hotel supply would translate into significant losses to the provincial economy.
“Following the publication of that report, Destination Vancouver and the BC Hotel Association formed the Vancouver Hotel Development Task Force to take concrete action on the issue. Made up of representatives from industry and the City of Vancouver, the goal of the Task Force is to identify and recommend strategies to enable a sustainable and appropriate supply of new hotel development,” it said.
The report was commissioned by the Task Force and was undertaken in parallel with a report City staff has been preparing for presentation to Council on April 15.
Hotel Crunch Threatens Growth
Vancouver hotels are operating at near full capacity, with 80% average annual occupancy and up to 95% during peak seasons—well above rates in peer cities. The lack of new capacity makes it increasingly difficult to attract major conferences and marquee events and meet visitor demand, said the report.
Compounding the issue has been a marked decline in hotel supply. Between 2002 and 2022, Vancouver saw a net loss of hotel rooms, largely due to hotel closures and conversions (the pandemic removed 550 rooms from the city’s inventory, with purchases by BC Housing and the City of Vancouver to convert those rooms into supportive housing), it added.
Meanwhile, development stalled: just 12 new hotels were built in the last 20 years.
“Vancouver has the same number of hotel rooms as we did 2002,” said Chwin. “There are 22 projects currently in the development pipeline, representing approximately 4,200 rooms, which is encouraging. We’re looking forward to the industry moving ahead with these new projects.”
Five Hotel Models to Drive Growth and Inclusion
Five hotel development scenarios tailored to Vancouver’s neighbourhoods and market needs are detailed in the report. Each scenario offers a scalable model to deliver a mix of price points, hotel types, and community benefits across the city.
The Event Space: Large, luxury hotels with state-of-the-art meeting and event spaces.
The Big Brand: Large full-service hotels at an upper mid-market price point located near transit and attractions.
The Familiar: These are limited-service, extended-stay hotels in local commercial districts.
The Basics: Modern, budget-friendly options that cater to young people.
The Urban Resort: High-end, boutique hotels offering unique local experiences.
Massive Economic Impact Within Reach
If the needed 10,000 new hotel rooms are built, the report forecasts:
5,450 direct local hospitality jobs.
Up to 8,000 indirect jobs in retail, events, and services.
$125 million in annual municipal tax revenue.
$78 million in provincial tax revenue.
To overcome development barriers, the report outlines recommendations, including:
Deferring development charges.
Pre-zoning for hotel use in transit-oriented areas.
Creative solutions for parking and loading.
Pairing hotels with residential developments.
Building strategic partnerships to reduce risk and boost demand.
Ken Sim
“We’re grateful to Destination Vancouver for their leadership in bringing the industry together and providing clear recommendations through this report,” said Mayor Ken Sim.
“They’ve been an invaluable partner in the Hotel Development Task Force, collaborating with City staff to shape proposed updates aimed at encouraging new hotel developments and supporting a thriving visitor economy. These updates will be presented to City Council later this month.”
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.
