Vancouver needs 10,000 new hotel rooms by 2050: New report outlines roadmap for growth, jobs, and city building

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April 10, 2025

image - 2025-04-03T225955.983 — Water Street in Vancouver's Gastown area. Photo

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.

“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.

“This is about more than hotel rooms—it’s about building a vibrant, resilient city. Hotels are economic engines and social anchors,” said Ingrid Jarrett, co-chair of the Task Force with Chwin and the former CEO of the BC Hotel Association. “They support jobs, events, tourism, local businesses, and can enliven neighbourhoods.”

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.

“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.”

Canadian Retail News From Around The Web For April 10, 2025

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Retail Insider

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April 9, 2025

News at a Glance

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.

Roots has ‘limited’ tariff exposure, watching for shift in consumer sentiment: CEO (Canadian Press)

Montreal-based retailer Frank And Oak to close 9 stores in bankruptcy proceedings (CTV)

The North West Company Inc. Announces Fourth Quarter Earnings and a Quarterly Dividend (Net News Ledger)

Costco Canada March comp sales up 4.1%, plans to open new Mississauga, Ont. business centre (Grocery Business)

Bonnie Birollo joins WHSmith North America as chief retail officer (Grocery Business)

Beer in corner stores? N.S. considers expanding where alcohol is sold, say sources (CBC)

Toronto’s longest running fashion week is transforming into a fashion month (Streets of Toronto)

Livingspace expands its footprint to include more outdoor furnishings and appliances (Vancouver Sun)

Investor Behind HBC Bid Lists Woodgrove Centre for Sale

By

Craig Patterson

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April 9, 2025

Screen Shot 2025-04-08 at 10.50.38 PM — Woodgrove Centre in Nanaimo, BC. Image: Apple Maps

Weihong Liu, the Vancouver Island-based investor who has declared interest in acquiring the historic Hudson’s Bay department store chain, has placed one of her major retail assets—Woodgrove Centre in Nanaimo, British Columbia—on the market. The move came ahead of a formal offer deadline for Hudson’s Bay, as the storied retailer faces liquidation following a CCAA filing last month.

The listing of Woodgrove Centre, Nanaimo’s largest shopping centre, was confirmed several days ago. Colliers is managing the sale on behalf of Liu’s company, Central Walk, although the asking price has not been made public. According to BC Assessment, the two-property site—located at 6631 and 6901 Island Highway North—has a combined assessed value of approximately $230 million.

Weihong Liu, chair of Nanaimo-based Central Walk

Spanning 775,089 square feet of retail space over a land area of 66.8 acres, the mall boasts an impressive tenant roster. Anchors include Walmart Supercentre, Hudson’s Bay, Save-On-Foods, Avalon Cinema, Toys R Us, Sport Chek, Winners, and Indigo (Chapters). It draws close to 6 million visitors annually and is a dominant retail hub for central and northern Vancouver Island.

Strategic Asset Sale Comes as Liu Eyes National Expansion

The listing comes as Liu positions herself to acquire “dozens” of Hudson’s Bay store locations across Canada. In a series of Mandarin-language videos posted to the Chinese social media platform RedNote, Liu outlined her vision to revitalize the legacy Canadian retailer. Speaking during a filmed tour of a Hudson’s Bay flagship in Calgary, Liu described the retailer’s decline as a “once every 300 years” opportunity for transformation.

“I feel the sadness of the Canadian people,” Liu said in Mandarin, standing in front of a whiteboard announcing an upcoming press conference. She plans to formally outline her proposal at that event, scheduled for April 18.

The deadline for Hudson’s Bay insiders to declare interest in acquiring the company’s assets or intellectual property was April 7. External parties now have until April 30 to submit binding bids for the business. In addition, binding offers specifically related to Hudson’s Bay store leases are due by May 1. According to sources, several parties are in the running—including current owner Richard Baker, who sources said submitted an interest to reacquire the company.

Woodgrove Mall in Nanaimo. Photo: Trip Advisor

Central Walk’s Expanding Footprint and Capital Strategy

Central Walk currently owns three major shopping centres in British Columbia: Mayfair Shopping Centre in Victoria, Woodgrove Centre in Nanaimo, and the 1.2-million-square-foot Tsawwassen Mills, south of Vancouver. The company also owns Arbutus Ridge Golf Club in Cobble Hill.

Liu’s property empire was largely funded by the sale of her former Chinese asset—Central Walk Shenzhen—which she reportedly sold in 2019 for the equivalent of C$1.25 billion. Since arriving in Canada, Liu has kept a relatively low profile in retail circles, though her recent social media activity signals a shift toward greater public engagement, particularly within Mandarin-speaking communities.

Woodgrove Centre is the first of her major Canadian assets to be listed for sale, although sources suggest her other properties remain part of her long-term investment strategy.

Nanaimo Mall an Island Retail Powerhouse

Woodgrove Centre, which opened in 1981, has evolved significantly over the decades. Originally anchored by Eaton’s and Woodward’s, the mall underwent a substantial expansion in 2000 following Eaton’s bankruptcy. That redevelopment saw Hudson’s Bay relocate to the former Eaton’s space while the original Bay location was demolished to make room for a Walmart, which opened in 2002.

When Liu’s Central Walk acquired the property on September 1, 2020, she proposed a redevelopment vision that included 40,000 square feet of new dining and children’s entertainment facilities, aimed at drawing a broader demographic of visitors, including families and seniors.

Strategically located at the convergence of Island Highway and Nanaimo Parkway, the mall pulls shoppers from across central and northern Vancouver Island—including Parksville, Qualicum, Courtenay, and Port Alberni—many of whom rely on the centre for access to national and international retailers unavailable elsewhere.

Hudson’s Bay Facing Uncertain Future

Liu’s bid for Hudson’s Bay comes as the retailer faces the potential closure of nearly all of its locations. In June, 74 Hudson’s Bay stores are expected to shut down, along with the company’s three Saks Fifth Avenue stores and all 13 Saks Off Fifth locations in Canada. Only six Hudson’s Bay stores are slated to remain open—at least temporarily. These include three locations in the Greater Toronto Area: the flagship store at Yonge and Queen Streets, Yorkdale Shopping Centre, and Hillcrest Mall in Richmond Hill. In Quebec, three stores are expected to stay operational: downtown Montreal, CF Carrefour Laval, and CF Fairview Pointe-Claire.

Court documents show that Hudson’s Bay owes approximately $950 million to nearly 2,000 creditors. Among them is Central Walk, the real estate firm led by Liu, which is owed just over $860,000—positioning her uniquely as both a creditor and a potential acquirer.

Hudson’s Bay store at Woodgrove Mall in Nanaimo. Photo: Trip Advisor

Press Conference Expected to Clarify Vision

All eyes are now on Liu’s upcoming press conference on April 18, where she is expected to outline her vision for a new future for Hudson’s Bay. With both financial resources and relevant retail holdings already in place, her bid could bring a new kind of leadership to Canada’s oldest retail institution.

Until then, the sale of Woodgrove Centre may serve as a signal that Liu is consolidating resources for what may be her most ambitious Canadian retail investment to date.

More from Retail Insider:

YMCA to Open New Facility at Mississauga’s Square One

By

Craig Patterson

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April 9, 2025

image - 2025-04-08T163103.654 — Square One in Mississauga. Image: Oxford Properties

The YMCA of Greater Toronto has announced plans to open a modern new facility within Mississauga’s Square One Shopping Centre, bringing an essential community hub into one of the country’s most successful retail destinations. Scheduled to open in early 2027, the new Mississauga YMCA will be located in a large space that formerly housed Empire Theatres — a unit that has sat vacant for over a decade.

The new YMCA will be situated near luxury retailer Holt Renfrew, contributing to the ongoing transformation of the retail complex into a mixed-use, community-oriented district. The move represents a forward-thinking approach to urban development and community building.

Future YMCA at Square One in Mississauga. Image: Oxford Properties

The space being redeveloped had a long history as an entertainment venue. Originally home to Empire Theatres and acquired by Landmark Cinemas in 2013, the location ceased operations in 2014 and has remained empty since. Repurposing the former cinema into a community health and wellness centre illustrates a growing trend in Canadian retail real estate: adapting underutilized commercial space for socially impactful uses.

“The community has been eagerly awaiting this news,” said Lesley Davidson, President & CEO of YMCA of Greater Toronto. “We’re designing the new space to encourage social connection and engagement. We know the centre will remain a home away from home for members and participants.”

Square One floor plan, via the Square One website

City Investment Secures Long-Term Community Access

Supported by $15 million in funding from the City of Mississauga, the relocation will ensure that downtown residents continue to benefit from YMCA programs for decades to come. The new facility will replace the current Mississauga YMCA at 325 Burnhamthorpe Road, while remaining within walking distance for most members.

“The YMCA has been a trusted partner in supporting the health and well-being of our residents for many years. I’m proud to have worked closely with City staff, the Mississauga YMCA, and Oxford Properties to make this a reality. As the Councillor for this area, I’m so pleased this new space will still be right in the heart of our downtown. It will continue to be a place where families can connect, children can grow, and people of all ages can stay active and be supported,” said John Kovac, Deputy Mayor and Ward 4 Councillor.

“With more than 12 million visits to our recreation facilities each year, it’s important that we continue to invest in spaces that bring our community together, and I’m thrilled to see this coming together.”

YMCA Mississauga current location. Image: Apple Maps

Supporting Oxford’s Vision for a Complete Community

Oxford Properties, which owns and manages Square One, is integrating the YMCA into its broader plan to reshape the shopping centre into the heart of a larger, master-planned neighbourhood known as Square One District. The 18-million-square-foot development will include residential towers, parks, civic spaces, and commercial offices — all linked to transit infrastructure like the upcoming Hurontario LRT.

“Welcoming the YMCA to Square One District is a proud milestone that symbolizes the area’s ongoing evolution into a forward-thinking neighbourhood,” said Sherif Masood, Head of Asset Management and Development, Canada, at Oxford Properties. “The Y is an integral community resource, and we’re thrilled it will be at the heart of Square One.”

The addition of the YMCA aligns with a national shift toward more diverse and inclusive uses of mall real estate — a move that supports long-term foot traffic and relevance in a rapidly changing retail landscape.

Square One District in Mississauga. Image: Oxford Properties

Ongoing Services and Smooth Transition

While construction begins on the new site, the YMCA confirmed that members will continue to access services at the current location. The organization emphasized continuity of service throughout the transition, ensuring that programming and community support are not disrupted.

In Mississauga alone, the YMCA provides a wide network of services beyond health and fitness, including:

Employment programs at two local centres
34 licensed childcare centres
Seven day camp locations
School-based nutrition programs
Various youth leadership and community programs

True to its charitable mission, the YMCA also offers financial assistance to ensure accessibility for all.

Evolving Role of the Canadian Shopping Centre

The addition of the YMCA to Square One exemplifies how shopping centres are being reimagined to meet broader community needs. Once reserved solely for retail and entertainment, malls are increasingly hosting health clinics, educational centres, co-working spaces, and now community-based institutions like the YMCA.

This type of integration not only brings value to the real estate but also fosters inclusive urban development that responds to the everyday lives of local residents. For Square One, the YMCA strengthens its role as a regional hub for life, work, and leisure.

Rendering of the future Square One District in Mississauga. Image: Oxford Properties

Square One District: Mississauga’s Downtown Reinvented

Square One District is one of the largest urban redevelopment projects in Canada. When complete, it will be home to over 35,000 people across 18,000 housing units, all connected by new transit infrastructure and community facilities. Anchored by Square One Shopping Centre, the district is shaping up to become Mississauga’s vibrant downtown core — one that prioritizes walkability, sustainability, and inclusive design.

The relocation of the YMCA to this emerging neighbourhood underscores a larger vision: that successful cities of the future must blend commerce with community, and retail with relevance.

More from Retail Insider:

Roots sees sales growth in Q4 and Fiscal 2024 (Interview with Meghan Roach)

By

Mario Toneguzzi

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April 9, 2025

Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)

Roots, a premium outdoor-lifestyle brand, has released its financial results for the fourth quarter and Fiscal Year 2024.

The company saw sales growth but also a loss in both Q4 and Fiscal 2024 due to a non-cash impairment charge on intangible assets and the associated deferred tax impacts.

“In the fourth quarter of Fiscal 2024, we delivered a 7.5% increase in DTC comparable sales, a 270bps rise in gross margin, and Adjusted EBITDA growth of 9.1% year-over-year. Our strong performance reflects the impressive execution by the team across our strategic initiatives. Customers responded well to our holiday products, our enhanced brand engagement, and our improved omnichannel customer experience,” said Roots CEO Meghan Roach in a statement.

“Our momentum has continued into the first quarter of Fiscal 2025. As we look forward, we remain focused on delivering quality, innovation, and value to our customers while positioning Roots for sustained growth in the quarters ahead.”

Fourth Quarter Highlights:

Sales were $110.8 million, a 2.4% increase compared to $108.2 million in Q4 2023. Excluding the $2.2 million of sales generated during the additional fiscal week in Q4 2023, sales increased 4.5%
- DTC sales were $101.2 million, a 3.6% increase compared to $97.8 million in Q4 2023, or an increase of 6.0% excluding the additional fiscal week in Q4 2023
- DTC comparable sales growth was 7.5%
Gross margin was 61.3%, up 270bps compared to 58.6% in Q4 2023
- DTC gross margin of 62.4%, up 250bps compared to 59.9% in Q4 2023
Net income (loss) totaled ($21.7) million, compared to $14.6 million in Q4 2023
- Excluding the year-end non-cash impairment charge on intangible assets, net income would have been $15.0 million, up 2.9% compared to $14.6 million in Q4 2023
Adjusted Net Income was $16.0 million, up 9.6% compared to $14.6 million in Q4 2023
Adjusted EBITDAamounted to $25.3 million, a 9.1% increase from $23.2 million in Q4 2023
Free cash flow generation increased 9.3% to $39.4 million, resulting in a net debt reduction of 56.7% year-over-year to $7.3 million

Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)

Fiscal 2024 Highlights:

Sales were $262.9 million, a 0.1% increase compared to $262.7 million in F2023. Excluding the $2.2 million of sales generated during the additional fiscal week in F2023, sales increased 0.9%
- DTC sales were $223.3 million, a 0.4% increase compared to $222.5 million in F2023, or an increase of 1.4% excluding the additional fiscal week in F2023
- DTC comparable sales growth was 3.3%
Gross margin was 59.8%, up 180bps compared to 58.0% in F2023
- DTC gross margin of 62.6%, up 150bps compared to 61.1% in F2023
Net income (loss) totaled ($33.4) million, compared to $1.8 million in F2023
- Excluding the year-end non-cash impairment charge on intangible assets, net income would have totaled $3.3 million, up 79.7% compared to $1.8 million in F2023
Adjusted Net Income was $6.0 million, up 41.1% compared to $4.3 million in F2023
Adjusted EBITDA amounted to $21.3 million, a 7.3% increase from $19.9 million in F2023

Net loss totaled $33.4 million as compared to $1.8 million in F2023, and net loss per share was $0.83 as compared to $0.05 per share in F2023, it reported.

“This decline was entirely driven by a non-cash impairment charge on intangible assets and the associated deferred tax impacts. Based on conservative perspectives of the global economy due to the current market dynamics, the impairment of intangible assets accounting adjustment is calculated through our comparison of the Company’s estimated recoverable value against its carrying value. The Company does not expect the impairment charge to have any impact on its future operations and long-term growth potential, nor affect its liquidity, cash flows, or compliance with any financial and operating covenants,” said the company in a news release.

In an interview with Retail Insider, Roach said she is “really happy” with the financial results.

“If you look at the business, we saw growth across all of our key metrics. We saw comp sales up 7.5%, total sales were up, our gross margins were up about 270 basis points which is fantastic. We saw growth in EDITDA which is amazing . . . The non-cash impairment charge has no impact on the business longer-term. It’s really just like an accounting adjustment. So taking that out we saw growth overall on net income also and we saw reductions in net debt and we saw great growth pre cash flow. It was a really fantastic quarter and if you look at that trending into Q1, we’ve already seen low double-digit comp sales in Q1. I’m pretty happy with the results,” said Roach.

“It just speaks to the strength of the brand and the fact that throughout the year we’ve really been changing around the momentum. Q3 was solid, Q4 was solid and then we’re seeing trending into Q1 solid.”

Roots CEO Meghan Roach, centre, with Roots founders Don Green (left) and Michael Budman (right). The three are standing at the original cabin where Roots started, in celebration of the 50th anniversary of Roots in the summer of 2024 (Image Provided)

Roach said the company hopes to reap the benefits of the current Buy Canadian movement.

“What I’ve seen so far is people are searching more for Canadian products and as a Canadian brand I would hope that people are looking at Roots and saying ‘I want to support the Canadian economy, this is a brand that has stores across the country, has manufacturing here, has a distribution centre here, head office here, a Canadian public company,” explained Roach.

“I would hope that people are looking to brands like Roots and going behind it. It’s hard for us to tell so far. We’re seeing the uplift in the first quarter just because we saw so much good momentum coming out of Q4 and into the first quarter even before we saw what was going on with the tariffs. So I’m hoping we will benefit from that but at this point it’s a little too early to tell.”

She said the retailer has very little exposure to the US and from that perspective it hasn’t been significantly affected.

“We’re not directly impacted by the tariffs. What we’re looking at is how does it affect the Canadian consumer spending and also how does it affect the US dollar because we buy a lot of goods in US dollars. We had to look 12 months out. So we’re looking at how that might affect into 2026 but fundamentally for us the tariffs don’t have a direct impact right now, very little.”

The retailer opened a new store in Calgary at CF Chinook Centre in Q4. The brand’s Robson store in Vancouver will open in the summer.

“We have a lot of renovations planned. We’re looking more at some optimizing the existing footprint and then looking at renovating behind some of these key locations. We’re renovating Tremblant, we’re renovating Vaughan Mills. We have a number of smaller store refreshes happening. Right now a lot of our focus is more on optimizing and renovations and less on new store opening with the exception of pop-ups. So we’re definitely looking at pop-ups as we think about the second half of this year, but other than that no substantial store openings planned,” added Roach.

She said the retailer is about eight weeks into its first quarter. She expects volatility to continue in the overall retail industry with the closure of the Bay.

“We feel really good about what we’re doing. We’ve put more money behind branding and marketing. We’ve invested in some really solid products that are coming out. The business overall has seen some really solid momentum. We’re a really great Canadian brand so I’m really hopeful that people look at that and think about this is the time to be buying into brands like Roots who represent the Canadian economy and have a lot of stakes in the ground here. From that perspective, I’m favourable but obviously we can’t really predict what’s going to happen with the tariffs and the counter impact of the Canadian economy as a result of that.

“So obviously we have an optimistic outlook but also a realistic outlook in terms of what could happen over the next six to 12 months.”

“We had another year of strong cash flow generation and achieved meaningful reductions to our net debt,” said Leon Wu, Chief Financial Officer of Roots Corporation. “Combined with a healthy inventory composition, we are well set-up to build on our momentum going into 2025.”

Established in 1973, Roots is a global lifestyle brand. Starting from a small cabin in northern Canada, Roots has become a global brand with over 100 corporate retail stores in Canada, two stores in the United States, and an eCommerce platform, roots.com. It has more than 100 partner-operated stores in Asia, and it also operates a dedicated Roots-branded storefront on Tmall.com in China. Roots designs, markets, and sells a broad selection of products in different departments, including women’s men’s, children’s, and gender-free apparel, leather goods, footwear, and accessories.

St-Hubert invests $50 million in developing its operations

By

Mario Toneguzzi

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April 9, 2025

St-Hubert Group has announced a major strategic investment of close to $50 million to be rolled out by 2026. These financial commitments will consolidate the famous chain’s position of leadership in the food industry, in the areas both of restaurants and of grocery products, said the company.

“These investments are being made to optimize the customer experience, and will mainly be devoted to modernizing and opening restaurants, as well as improving the group’s food manufacturing plants in Boisbriand and Blainville, in turn promoting the group’s growth and continuous innovation,” it said.

Modernizing Our Restaurants

“The growth plan includes close to $40 million of investments by the franchisees and St-Hubert Group’s restaurant division in modernizing restaurants. Specifically, more than 20 restaurants will be renovated in Quebec, and 9 more will be opened by 2026, meaning that 70% of rotisseries in St-Hubert Group’s entire network will then be fully modernized. These investments are aimed at enhancing the customer experience by offering updated spaces in line with customer expectations. St-Hubert Group has a strong and efficient network of 121 restaurants mainly located in Quebec (90%), but also in Ontario and New Brunswick, backed up by 91 franchisees, and is leveraging this collective strength to fulfil its vision which is to lead the food industry by offering an exceptional customer experience,” explained the company.

Two New Flagship Rotisseries

“St-Hubert Group is making major investments in renovating its rotisseries. The flagship will also be opening a brand-new establishment at Carrefour Laval and will anchor its presence in Quebec’s largest city with a new St-Hubert at Place Bonaventure in Montreal in 2025. New restaurants will also be opening in Anjou (feb 2025), Lachenaie, Quebec (2), Joliette, Chibougamau and Richelieu.”

The company said the rotisseries will showcase its new visual identity with a revamped design. It is partnering with the creative agency LG2 to refresh the brand image and refocus the chain’s visual identity on iconic elements which people in Quebec have been enjoying for 75 years.

Massive Investments in Food Manufacturing Plants

The group produces and distributes food products under the St-Hubert brand, as well as under 26 other brands, and is investing massively to promote its growth in this sphere of activity, added the company.

“The company will invest more than 11 million dollars in the Boisbriand and Blainville plants to modernize equipment, add new production lines and maintain the focus on increasing productivity. This sector is booming, as this year alone the company plans to launch 27 new products under the St-Hubert brand and 63 new products under other brands,” it said.

“St-Hubert will also inject $650,000 into the construction of a new Research and Development Centre in Boisbriand, which should be completed in 2025, enabling the group to pursue innovation and maintain its competitive edge in a constantly evolving sector.”

St-Hubert Group – Investment Figures

Modernizing and opening restaurants: $37,414,000

2024 investments in 7 restaurants: $8,985,000
2025 investments in 12 restaurants: $14,079,000
2026 investments in 13 restaurants: at least $14,350,000

Optimizing food manufacturing plants: $11,800,000

Investments by 2026 in the Boisbriand and Blainville plants: $11,150,000
Construction of a new restaurant R&D centre in Boisbriand: $650,000

Total: $49,214,000

“As St-Hubert Group gets ready to celebrate 75 years in operation, we are reaffirming our commitment to invest in our restaurants in order to offer our customers a distinctive experience that lives up to the reputation that has been the pride of our rotisseries for so many years. We will soon unveil new establishments that are designed to showcase St-Hubert’s expertise. We are driven by our passion for innovation and excellence, and are committed to investing tirelessly in the modernization of our food production. We look forward to sharing the fruits of this labour with all our teams, the local entrepreneurs we are partnering with, our dedicated franchisees and, above all, our loyal customers,” said Richard Scofield, President, St-Hubert Group.

St-Hubert Group has more than 6,000 employees working in two divisions: food service and food production/distribution. Its head office is located in Boisbriand. Founded in 1951 in Montreal, St-Hubert Rotisseries Ltd. now has more than 120 rotisseries in Quebec, Ontario and New Brunswick, and serves more than 22.4 million meals annually. The St-Hubert retail division produces and distributes more than 500 food products under various brand names in grocery stores across Canada.

AI Agents Transforming Retail Experience

By

Craig Patterson

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April 9, 2025

image - 2025-04-08T172225.121 — The Era of Agentic Commerce: How AI Agents Are Reshaping Retail. Image: Ollie East/LinkedIn

Retail is undergoing a fundamental transformation, as technology reshapes how shoppers interact with brands and how businesses operate behind the scenes. The sixth edition of Salesforce’s Connected Shoppers Report and an interview with Salesforce executives reveal that artificial intelligence (AI), and particularly autonomous AI agents, are poised to revolutionize the retail experience.

“Retail AI isn’t new to us,” said Eric Lessard, Product Marketing Manager for Salesforce Commerce Cloud. “But the leap to agents—especially with our Agentforce technology—marks a major inflection point in the industry.”

Retail’s Digital Shift: Physical Stores Still Matter

Despite the growth of digital commerce, Salesforce’s research confirms that physical stores continue to play a key role. The report, based on surveys of over 8,000 global shoppers and 1,700 retail leaders, shows that while the share of purchases made in physical stores is expected to drop from 45% in 2024 to 41% in 2026, in-person shopping remains essential for its tactile and immediate benefits.

“Stores aren’t just about shelves anymore,” said Caila Schwartz, Director of Consumer Strategy & Insights at Salesforce. “They’re experience hubs and fulfilment centres.”

Retailers are responding by enhancing in-store experiences. Nearly 60% offer services such as customization and repairs, while 46% provide dedicated spaces for events or community gatherings. These enhancements aim to draw consumers in and bridge the gap between digital and physical channels.

The Challenge of Unified Commerce

Retailers overwhelmingly agree on the importance of unified commerce—connecting all customer touchpoints into a seamless, data-driven journey. According to the report, 88% of retailers believe unified commerce is critical to achieving their business goals in the next two years.

Yet only 15% have reached full maturity in their unified commerce initiatives.

One of the biggest hurdles? Disconnected systems and outdated infrastructure. “Store associates often have to juggle up to 16 different systems,” explained Lessard. “It’s inefficient and detracts from customer engagement.”

Store teams are increasingly burdened by the complexity of tools, with only 17% of associates having access to a unified customer view. This fragmentation stifles productivity and diminishes service quality, contributing to consumer dissatisfaction—a serious concern in a market where 74% of shoppers say they’ll abandon a brand after three or fewer poor experiences.

AI Agents: Retail’s Next Big Leap

Salesforce’s Agentforce technology is at the forefront of this next evolution. AI agents are capable of performing tasks autonomously—like answering customer queries, managing inventory, writing product descriptions, and optimizing merchandising.

“We’ve seen AI drive a 10% increase in e-commerce sales through predictive tools alone,” said Lessard. “With Agentforce, we’re aiming even higher.”

Unlike traditional chatbots, which follow scripted flows, Agentforce is powered by connected data from Salesforce’s Customer 360 platform and Einstein services. This enables AI agents to make contextual, real-time decisions grounded in business and shopper data.

For example, if a retailer needs to reduce overstock in one region, an AI agent can create and launch a targeted promotion. Or, if a shopper asks whether a product is available in-store for same-day pickup, the agent can instantly check inventory and delivery options.

Shoppers Embrace AI—Especially Gen Z

According to the Connected Shoppers Report, younger shoppers are already embracing AI. Gen Z is 10 times more likely than baby boomers to use AI for product discovery. These consumers are also more comfortable receiving product recommendations or allowing AI to make purchases on their behalf.

“We’re seeing consumers become more receptive to agents, especially when the benefits are clear—like faster service or better loyalty rewards,” said Schwartz.

Trust remains key. Shoppers want transparency on how data is used, easy opt-outs, and human backup when needed. Still, the direction is clear: consumers are engaging with AI-powered commerce, and businesses will need to keep pace.

Increasing Efficiency Without Sacrificing the Human Touch

Agentforce not only helps drive revenue through better customer interactions but also increases operational efficiency. Merchandising teams, for example, can use agents to automate repetitive tasks like boosting search terms or writing SEO-optimized product descriptions.

“Retailers don’t want to replace humans—they want to free them up for higher-value tasks,” said Lessard. “Think less time writing product copy, more time creating exceptional brand experiences.”

Schwartz noted, “In a tough economic climate, efficiency becomes a path to survival. AI can help lower operational costs, raise productivity, and—hopefully—reduce prices for consumers.”

Agentforce’s Modular Skills and Open Ecosystem

Another compelling aspect of Salesforce’s Agentforce is its extensibility. Salesforce has opened the platform to partners and independent software vendors (ISVs) who can build new skills for AI agents.

“Our roadmap can’t cover every retail need,” explained Lessard. “That’s why we’re creating a skills library—like an AppExchange for Agentforce—where others can build and contribute.”

This approach allows for rapid innovation without forcing retailers to invest in new systems. Since Agentforce is embedded within Salesforce’s existing suite, including Commerce Cloud and Service Cloud, users can access it without undergoing full retraining or infrastructure overhauls.

“It’s not about adding another tool to the toolbox,” said Schwartz. “It’s about enhancing what teams already use, making adoption easier and more natural.”

Conversational Commerce and the Future of Shopping

Looking ahead, Salesforce plans to expand agents across all parts of the commerce journey. The current capabilities include guided shopping experiences, conversational reordering, and post-purchase support like order tracking and returns.

But the future includes agents embedded in search functions, helping users navigate sites through natural language rather than filter-heavy interfaces.

Imagine telling a website, “I need a black, size-large pair of trousers for under $100,” and having an agent present the best options instantly. “That’s the kind of frictionless experience we’re building toward,” said Lessard.

This evolution reflects a broader shift toward what Salesforce calls “shopping at the edge”—where consumer journeys begin not just on websites, but through social media, messaging apps, and voice interfaces.

From AI Hype to Everyday Application

Salesforce’s findings—and its product roadmap—show that AI is no longer theoretical. It’s already boosting sales, improving service, and making daily tasks easier across retail roles.

Retailers that fail to embrace this shift risk falling behind. But for those willing to experiment—starting small with one or two agent skills—the benefits can snowball quickly.

“It’s crawl, walk, run,” said Lessard. “Start with one use case, build confidence, and expand from there.”

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Chocolate Prices Soar Ahead of Easter Due to Cocoa Crisis

By

Sylvain Charlebois

-

April 9, 2025

As Easter approaches, many consumers are facing sticker shock at the chocolate aisle. Based on recent data, the price of Easter-related chocolate products has risen between 10% and 25% over the past two years — a spike driven not just by inflation, but also by “shrinkflation,” the practice of downsizing portions while maintaining, or even raising, prices.

At the heart of this phenomenon lies cocoa, the raw commodity essential to chocolate production. Since October 2022, cocoa prices have surged from roughly $2,000 USD per metric ton to over $12,475 USD by last December — an increase of about 280% in just three years. This steep and sometimes volatile climb is the result of a combination of climate and structural shocks.

Chocolate Makers Lose Price Protection This Year

Last Easter, several major players — including multinationals like Mars, Nestlé, and Mondelez — were able to absorb some of the price pressures through forward contracts and strategic inventories. This year, however, those buffers are virtually depleted. Across the supply chain, from global food giants to artisanal chocolatiers, all are now facing cocoa costs four to five times higher than they were in 2022.

Several factors are driving this crisis. Côte d’Ivoire and Ghana — which together account for over 60% of global cocoa output — are grappling with an unprecedented set of challenges. Droughts, floods, the spread of the swollen shoot virus, aging plantations, and chronically low farmgate prices are all threatening the long-term viability of cocoa production in these countries. As a result, global supply is increasingly constrained.

Chocolate Demand Holds Steady Worldwide

Meanwhile, demand remains resilient. In many Asian countries, a growing middle class continues to boost chocolate consumption. According to the latest figures from Mordor Intelligence, Canada ranks 11th in the world for per capita chocolate consumption, averaging 6.4 kg per person annually. Switzerland, Germany, and Ireland remain the leaders, each averaging more than 8 kg per person.

It’s worth noting that milk chocolate — particularly popular during the Easter season — has been slightly less impacted by soaring cocoa prices, due to its lower cocoa content compared to dark chocolate. Still, the effect is far from negligible, as even low-cocoa-content products are under inflationary pressure.

Shoppers Drug Mart Seasonal Chocolate (Image: Dustin Fuhs)

Geopolitical Risks Create Volatility in Cocoa Market

Interestingly, some recent relief in cocoa prices may be tied to market turmoil sparked by geopolitical uncertainty — particularly the re-emergence of Donald Trump on the U.S. political stage. Fears of trade wars, tariffs, and a global economic slowdown have unsettled commodity markets, causing cocoa prices to drop by 41% since December. Ironically, while this political uncertainty adds volatility to financial markets, it may end up making chocolate slightly more affordable in the months to come.

Despite all this, households are still expected to include chocolate in their Easter celebrations — if only to preserve tradition. That said, the composition of Easter baskets may shift: more candy like licorice, a bit less chocolate… and maybe even a pair of socks.

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Canadian Retail News From Around The Web For April 9, 2025

By

Retail Insider

-

April 9, 2025

News at a Glance

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.

Boston Pizza, New York Fries: Tariff war tests Canadian companies with U.S. names (CTV)

Apparel brands grappling with ‘tariff hell,’ says Canadian industry group (CBC)

How Trump’s trade war with China could hit Canadian wallets (Global)

Retail Council unveils finalists of the 2025 Canadian Grand Prix New Product Awards (Grocery Business)

Going to the U.S. to shop? What you need to know about the new 25% surcharge on American goods (Toronto Star)

Sheertex maker SRTX has secured US$40-million in investor commitments, CFO says (Globe & Mail)

Quebec language law’s impact on trademarks still drawing concern in Canada and U.S. (Montreal Gazette)

Auto part retailers in N.L. have been preparing for Trump’s tariffs, but worry about lasting impacts (CBC)

‘It has everything you need,’ Mike Myer’s Canadian Tire shirt on SNL sparks praise for the retail chain (NOW)

Whatcom County stands to lose millions as U.S.-Canada trade war intensifies (Bellingham Herald)

Bingemans bringing Kingpin concept to St. Catharines

By

Mario Toneguzzi

-

April 9, 2025

Bingemans, a leader in entertainment and hospitality, has announced it will be opening its newest Kingpin location at The Niagara Pen Centre in St. Catharines, with an expected opening for December 2025.

This latest addition to the Kingpin brand promises to elevate entertainment in the Niagara Region with a dynamic blend of upscale bowling, immersive gaming, and fun-to-eat dining experiences, said the company.

“We’re thrilled to introduce Kingpin to St. Catharines and the Niagara Region as well as join the incredible community at The Niagara Pen Centre,” said Mark Bingeman, President of Bingemans. “This expansion reflects Bingemans’ commitment to delivering extraordinary entertainment venues where people can gather, play, and celebrate life’s moments.”

The new Kingpin venue will feature:

24 state-of-the-art bowling lanes, including 8 VIP lanes for private gatherings and special events.
GameworX Arcade, offering the latest in interactive games and exciting prizes.
Unique food and beverage options, designed to suit casual outings, celebrations, and everything in between
Exciting Birthday party packages
Dedicated group spaces for unforgettable celebrations and corporate events.

The brand has locations in Kitchener and Cambridge.

“We are thrilled to welcome Kingpin to the Niagara Pen Centre, bringing an exciting new entertainment experience to our guests. This addition enhances our vision of creating a vibrant community hub where shopping, dining, and entertainment come together. We can’t wait for visitors to enjoy everything Kingpin has to offer!,” said Michelle Schleimer, General Manager, Niagara Pen Centre.

The company is a leader in entertainment, culinary and hospitality, dedicated to creating generational memories through exceptional experiences. As a multi-faceted company, Bingemans provides diverse offerings, including catering services, family-friendly attractions and entertainment facilities, immersive festivals, and large-scale events that extend across the province and beyond.

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Chocolate Makers Lose Price Protection This Year

Chocolate Demand Holds Steady Worldwide

Geopolitical Risks Create Volatility in Cocoa Market

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