Advertisement
Advertisement
Home Blog Page 328

Bathorium Enters Nordstrom U.S. Nationally

By
Craig Patterson
-
Image: Bathorium

Canadian luxury bath and wellness brand Bathorium is taking a significant leap into the U.S. market with a nationwide rollout in Nordstrom stores and a separate launch in Nordstrom Rack later this year. The move follows years of steady growth, innovative brand building, and high-profile endorsements, positioning the Ottawa-based company as a rising star in the wellness space.

“We’re going national across 93 Nordstrom locations and online all at once,” said Gregory Macdonald, founder and CEO of Bathorium. “This isn’t typical—most brands start with a few key doors and scale. But Nordstrom approached us directly. They saw the consumer shift toward elevated bath experiences, and they wanted to feature us as a standalone tower, just in time for Mother’s Day.”

Gregory Macdonald, founder of Bathorium

Nordstrom Rack to Follow with Mass-Market Line

While Bathorium’s signature premium line is entering Nordstrom, its sister brand, The Bathologist, will debut in Nordstrom Rack’s 300+ stores this September. The Bathologist features a more accessible price point and includes bath bombs, shower steamers, and body care products with the same clean ingredients as Bathorium—without the richer textures and indulgent packaging.

“The Bathologist still delivers efficacy, but it’s streamlined for a wider audience,” said Macdonald. “It’s our way of owning the bath category at both the prestige and mass levels within the Nordstrom family.”

From Rejection to Retail Triumph

The path to Nordstrom wasn’t without obstacles. Macdonald recalled pitching the retailer back in 2016, only to be told the brand wasn’t ready.

“It crushed me at the time,” he admitted. “But in hindsight, we weren’t there yet. We needed the time to build our infrastructure, product line, and brand identity. Nine years later, we’re launching nationally—it’s a full-circle moment.”

Bathorium Aphrodite bath bomb. Photo: Bathorium

A Boost from Gwyneth Paltrow’s Goop

Bathorium’s U.S. push gained momentum in February when Gwyneth Paltrow’s Goop featured its Aphrodite bath bomb in its Valentine’s Day must-have list. That endorsement brought a wave of consumer interest and media attention.

“It validated us for the American shopper,” said Macdonald. “Goop’s readers trust her recommendations—especially for wellness products that go on your body. It opened doors, literally and figuratively.”

The Goop collaboration extends throughout the year with four product drops planned, and Macdonald emphasized the curated nature of that partnership: “Goop doesn’t carry a full brand line—they pick key pieces. So being selected says a lot.”

Fueling Growth with Strategic Investment

Bathorium is currently undergoing its first external capital raise, aiming to accelerate expansion into the U.S. and international markets. The company has already secured its lead investor.

“This funding round is transformative,” said Macdonald. “It allows us to scale production, invest in marketing, and explore partnerships globally.”

The funding will also support the establishment of a U.S. third-party logistics centre in Illinois, reducing shipping times and mitigating the impact of international tariffs. Macdonald acknowledged the cost of cross-border trade but said the company had already adjusted pricing to offset some of the anticipated duties.

Image: Bathorium

Strategic Focus on Luxury Hospitality

While retail expansion is key, Bathorium continues to deepen its hospitality partnerships, providing bath amenities to luxury hotels including Four Seasons, Ritz-Carlton, Waldorf Astoria, and Shangri-La.

“We’re seeing explosive growth in the hospitality vertical,” said Kerry Connelly, VP of Brand and Business Development. “What makes Bathorium unique is our multi-layered presence—we’re not just in the spa retail section, we’re also used in treatments and in-room with our Bath Butler program.”

The brand is currently developing an exclusive soak for Nobu Hotels, to be featured globally in all rooms by mid-2025—including the highly anticipated Toronto location.

Education and Emotional Connection Key to Retail Success

To ensure in-store success, Bathorium is investing heavily in staff training at Nordstrom, working with Bright Beauty Collective, a training agency that has supported brands like Oribe and RMS Beauty.

“We’re putting our founder front and centre in training sessions,” said Connelly. “Sales associates are connecting to the story of how Greg discovered the power of bathing after a stressful corporate career. That emotional connection is what makes Bathorium resonate.”

Photo: Bathorium

Explosive Growth and Global Momentum

Bathorium has seen over 200% year-over-year growth and is already 50% ahead of projections for 2025.

“We’re well beyond what we forecasted when we started the raise,” said Macdonald. “Our D2C business is strong, but B2B—especially hospitality and private label—is skyrocketing.”

The current revenue split is roughly 75% B2B and 25% D2C, though both channels are growing. Gift sets are planned for Q4, along with holiday-exclusive soaks and a new line of body washes launching this spring.

Macdonald hinted at ongoing experimentation in the lab: “Right now, I’m working with red kelp seaweed from the BC coast. It’s staining my tub bright red, so we have a few kinks to work out—but it’s going to be something really special.”

Soaked in Tradition and the Wellness Movement

Part of Bathorium’s storytelling success stems from its documentary series, Soaked in Tradition, which explores global bathing rituals. The first episode, filmed in Japan, premiered during the brand’s 10th-anniversary celebration at Toronto’s Shangri-La Hotel, where over $6,000 was raised for Main Street Community Services in honour of Macdonald’s late brother, Aaron.

“Bathing isn’t just about relaxation—it’s ritual, healing, and connection,” said Connelly. “Wellness is no longer a trend, it’s a necessity, and bath is a big part of that. Bathorium offers accessible luxury that anyone can experience at home.”

Looking Ahead: Saudi Arabia and Beyond

The company is also preparing to enter Mexico and the UAE in 2025, with early discussions underway for expansion into Saudi Arabia. While specific retailers have yet to be confirmed, the brand anticipates partnering with upscale department stores and hospitality groups in the region.

“It’s early days, but it’s coming,” said Connelly. “There’s real appetite globally for premium self-care experiences.”

As Bathorium accelerates into new markets with retail and hospitality partnerships, celebrity endorsements, and product innovation, the brand’s commitment to sustainability and high-quality ingredients remains its foundation.

“We’re not just building a company,” said Macdonald. “We’re building a movement around intentional self-care. And we’re just getting started.”

More from Retail Insider:

Nanuk Expands Globally with Made-in-Canada Gear

By
Craig Patterson
-
By Marcel & Josh

Founded in 2008, Nanuk has grown from a small Quebec-based manufacturer into a globally recognized brand specializing in ultra-durable protective cases. The company, originally known as Plasticase, was acquired by Walter Capital in 2018 and has since undergone a major transformation.

“We were a small SME with about 54 employees,” said José Chagnon, CEO of Nanuk. “Since then, we’ve tripled in size—revenue, staff, footprint, everything.”

Now operating under the new name Nanuk Gear Protection, the company aims to become a global lifestyle brand known for premium-quality cases and accessories—akin to what Yeti has become for coolers and outdoor gear.

“Our ambition is to become the Yeti of Canada,” Chagnon said. “We’re not just a case manufacturer anymore—we’re building a lifestyle brand.”

José Chagnon

Strategic Expansion into New Markets

Nanuk’s growth has been fuelled by aggressive expansion in both product development and distribution channels. The company now does business in Europe, the U.S., and beyond.

“In 2018, we acquired a distributor in the Netherlands. Since then, our revenue in Europe has increased twelvefold,” Chagnon noted. “We also created a U.S. entity and launched our own e-commerce platform in 2020, just as the pandemic hit.”

During the pandemic, the company pivoted to meet urgent needs in the medical sector, providing protective cases for sensitive equipment like ventilators. That move helped Nanuk not only weather the crisis but accelerate growth.

With commercial sales now accounting for 60–65% of its business, Nanuk is looking to increase consumer-facing sales. Its new backpacks, trail gear, and first aid kits are designed to broaden the brand’s appeal and reach.

Caleb Gingras survival case. Image: Nanuk

Building Community Through Content

Nanuk has also been nurturing a robust online community, particularly in the photography and videography markets.

“We’ve been building up our community for years—on Instagram we have over 40,000 followers,” said Chagnon. “It’s not bad for a Quebec-based company.”

The brand’s cases are popular among photographers, drone users, and broadcasters, often sold through well-known retailers like B&H Photo in New York and Amazon, as well as Toronto-based retailers like Henry’s.

Championing Canadian Manufacturing

Manufacturing locally has remained a core part of Nanuk’s identity, even when global competition pressures companies to move production overseas.

“Yes, it can be more expensive than China,” Chagnon admitted, “but we have great partnerships and innovation here in Canada. Our products are molded and assembled locally, and 90% of our raw materials are sourced from Quebec and the rest of Canada.”

One of Nanuk’s proudest achievements is the development of its NANUK R product line, which uses post-consumer recycled plastic. This initiative—developed in partnership with Montreal-based LAVAN Group—cut the carbon footprint of each case by 50% on average.

“We’re the only company in the world producing protective cases with this type of post-consumer recycled material,” said Chagnon. “That innovation was only possible through local partnerships.”

Photo: Aaron Sheffner for Nanuk

Rethinking Supply Chains and Collaboration

Nanuk is also pushing for more inter-business collaboration in Canada to combat rising costs and improve productivity.

“If I’m shipping a 20-foot container to Australia and my neighbour is shipping another, we could combine shipments and split the cost,” Chagnon explained. “There’s so much potential in cooperative logistics.”

Chagnon is advocating for these kinds of solutions through his involvement in Quebec’s QG100 network—a group of mid-to-large exporters that share best practices.

“In Canada, we provide better living conditions for employees, and that has a cost. We need to collaborate more to remain competitive.”

Navigating Trade Uncertainty and Tariff Risks

One of Nanuk’s biggest challenges now is the looming threat of tariffs from the United States, where 60% of the company’s business originates.

“We’re preparing for the worst,” Chagnon said. “What happens if a permanent 25% tariff is imposed? We’re reviewing everything—corporate structure, spending, investments.”

Despite the threat, Nanuk has decided not to pass increased costs onto its U.S. customers.

“It wouldn’t be fair. These are partnerships we’ve built over 15 years. We’re going to honour our contracts and keep pricing stable,” he said.

To mitigate risk, the company is diversifying into Latin America, Europe, and Japan. “We’ll be in Japan in May to meet with potential distributors. It’s a huge market for photo and video.”

EDC Bags, Image: Nanuk

Eyeing the Canadian Market

Although based in Quebec, Nanuk still sees untapped potential at home. With many Canadian retailers still favouring U.S.-based protective case brands, Chagnon is pushing for more local representation.

“We’re a Canadian manufacturer, but our competitors dominate the Canadian market,” he said. “That’s something we’re working hard to change.”

Retailers like SAIL and Canadian Tire are starting to take notice. New collaborations are launching in April, including first aid kits developed with local suppliers and the new Trail Gear Connect Case Collection aimed at outdoor enthusiasts.

Expanding Product Line and Retail Footprint

Nanuk is entering new verticals with confidence. Its recently launched EDC (Everyday Carry) backpack line is made in collaboration with a Colorado-based design firm and features durable, stylish designs with high-quality components like YKK zippers and RFID-blocking pockets.

“We’ve designed five sizes and are launching three this year,” said Chagnon. “It’s timeless, not trendy—it’s built to last.”

Other upcoming products include rifle cases, mission-critical transport gear, and expanded trail and first aid kits. 

Nanuk is also in talks with Costco, Academy Sports, Bass Pro Shops, and other major U.S. retailers.

“Our products are designed with durability, function, and elegance in mind,” Chagnon explained. “When people touch and feel them, we win every time.”

Leading with Values and Long-Term Vision

At the heart of Nanuk’s business is a strong sense of responsibility—to employees, partners, and the environment.

“We have to preserve our values, even when times are tough,” said Chagnon. “We provide good jobs and support local suppliers. I’d encourage every business leader to reflect: Where are you sourcing from, and can you switch to a local alternative?”

Looking ahead, Nanuk has two clear goals: to achieve net-zero carbon emissions and to solidify its place as Canada’s go-to lifestyle brand for outdoor and protective gear.

“We want to become carbon neutral, and we want to become the Yeti of Canada,” Chagnon said. “That’s our mission—and we’re just getting started.”

More from Retail Insider: 

Higher commodity prices the new norm: Loblaw

By
Mario Toneguzzi
-
Loblaws store. Image: Loblaws

Inflation this past month was largely in line with the Bank of Canada’s targeted range, with food inflation at 2.8% in February, mainly driven by increases in meat and produce prices. With a weaker Canadian dollar and ongoing tensions and tariffs with key trading partners, food prices remain under pressure, according to Loblaw’s latest March Food Inflation report.

“Food inflation remains steady but under pressure. Inflation this past month was largely in line with the Bank of Canada’s targeted range, with food inflation at 2.8% in February, mainly driven by increases in meat and produce prices. With a weaker Canadian dollar and ongoing tensions and tariffs with key trading partners, food prices remain under pressure,” said the report. 

“There has been significant discussion about the impact of counter-tariffs imposed by the Canadian government on a range of U.S. goods in grocery stores – a 25% increase on products including orange juice, rice, produce and personal care items. While implemented in early March, food prices have been relatively unimpacted so far, as retailers continue to sell through products on shelf and in inventory. Some produce prices are beginning to see increases, with meat expected to follow shortly after. Pantry staples – pasta, condiments, etc. – will flow through later. Retailers continue to work with vendors to minimize the impacts for customers, including searching for alternatives to U.S. products. 

At Loblaw City Market, Manulife Centre in Toronto. Photo: Craig Patterson

“There are lesser-known impacts to the trade war with U.S. that will impact food prices here in Canada. For example, the U.S. tariffs on Canadian-produced steel, aluminum and corrugate, are expected to increase costs throughout food supply chains. In 2018 there were similar tariffs on Canadian aluminum. Packaging in North America functions along the same lines as the automotive industry – with materials crossing the border multiple times throughout its processing. Both steel and aluminum cans (impacting canned goods, pop and beer) as well as other packaging materials may see increases, putting upward pressure on the final cost of goods.”

Higher commodity prices are the new norm, according to the Loblaw report. It said retail prices for coffee are starting to increase, as supply remains weak due to extreme weather in growing regions. This is expected to continue throughout the first half of the year. Cocoa prices have stabilized in recent weeks albeit at extremely high levels following global supply struggles. As we head into the Easter season, customers should expect higher than usual chocolate prices. Sugar is down 12% since the last quarter, with increased supply of sugarcane outpacing current demand, explained the report.  

Per Bank

In a LinkedIn post, Per Bank CEO and President of Loblaw Companies Limited, said the tariff situation is evolving fast, “and we’re doing our best to keep pace.”

“There are a number of things we’ve done to help Canadians navigate tariffs. We’ve added maple symbol on products that are prepared in Canada, and we’ve put T symbols on specific products sourced directly from the U.S. that are affected by tariffs. We’re putting as much information as we can into the hands of our customers,” said Bank

“You’ll only see the T symbol on a few dozen items at the moment… things like lemons, special varieties of oranges and a few condiments. But over the next 6 weeks, we expect that number to jump significantly, to a few thousand.

“If and when this happens, know that the price increase on our shelves will match the tariff impact, penny for penny. We will not benefit from tariffs. We’ll also continue to work with suppliers to find alternative countries to source from where at all possible. We know every little bit helps.

“It’s also worth noting that we’ve seen a surge in interest among customers looking to support Canadian products, which is increasing overall demand. We expect this support and pride to keep growing significantly in the coming weeks.

“Things have not been easy for Canadians in recent months. That’s why our efforts are designed to provide customers with transparency, so they can make informed choices and look for cheaper alternatives that meet their needs. Given how fast things are evolving, we’re bound to make a mistake here and there. If this happens, we will fix the problem as quickly as possible. If you see an issue, please point it out for us.

“Given all of this uncertainty, we’ll do our best to keep you informed.”

EMERGE signs definitive agreement to acquire Tee 2 Green

By
Mario Toneguzzi
-
Photo by Mikhail Nilov
Photo by Mikhail Nilov

 EMERGE Commerce Ltd, a premium e-commerce brand portfolio, announced Thursday the signing of a definitive agreement to acquire all issued and outstanding shares of Tee 2 Green Ltd.

The company said T2G is a profitable, discount golf apparel and equipment business with a 38-year track record of operations, focused on the Canadian market. T2G achieved revenue of $6.4M, Adjusted EBITDA of $1M and positive net income of $700K in 2024 (unaudited). T2G is based in Ontario and was founded in 1987 by Robert J. Fell, who will continue to support T2G under EMERGE in his capacity as a consultant. T2G has a diversified revenue stream comprising two retail stores, dozens of roadshows, an online store, and a private label golf apparel brand, NORTHERN SPIRIT, added the company.

Ghassan Halazon

Ghassan Halazon, founder and CEO of EMERGE commented: “Following a year of tremendous progress, including 3 consecutive quarters of re-igniting positive organic growth, we are pleased to announce the immediately accretive and highly synergistic acquisition of Tee 2 Green, a profitable business with a multi-decade track record that complements our growing golf vertical. Importantly, the deal is expected to bring EMERGE to cash flow positive moving forward.”

Bob Fell, founder and CEO of Tee 2 Green added: “Over the past 38 years, we’ve built a reputable name for ourselves in the golf space, along with our loyal customers and valued vendors whom we are extremely grateful for. We take immense pride that our business was 100% bootstrapped, and has been profitable for years. Joining EMERGE enables T2G to access one of the most substantial golf customer databases in North America, deeper online expertise, and a much wider range of marketing and analytics. The T2G team looks forward to taking our combined golf business to new heights.”

Given EMERGE’s recently bolstered cash position from the sale of the SHOP domains to Shopify and the sale of the Carnivore Club assets announced in January 2025, as well as the flexible deal structure negotiated with T2G, EMERGE said it intends to close the transaction utilizing existing cash on hand.

“T2G will benefit from EMERGE’s extensive golf business, which includes UnderPar and JustGolfStuff, an organically growing and profitable vertical for EMERGE in 2024. T2G and EMERGE’s golf business already have a multi-year history of partnership and collaboration. EMERGE expects to utilize its 400,000+ golf subscriber database to help scale T2G’s business cost-effectively,” it said.

Maurice Finn
Maurice Finn

“We have seen great success with JustGolfStuff, our golf apparel and products business that we have grown nearly 10x over the last 5 years since acquiring it alongside UnderPar in late 2019. We already work closely with T2G, and the teams are intimately familiar and collaborative, thus reducing operational risk. The addition of T2G, expands our strategic golf roadmap which will now include discounted golf experiences, apparel, and products, both online and offline,” said Maurice Finn, COO of EMERGE’s Golf business.

EMERGE said it has agreed to pay to T2G, cash consideration of $1.1M on closing of the Transaction and $900K in deferred cash consideration over a 5-year period.

EMERGE will also be issuing common shares in the capital of EMERGE worth $200,000. As part of the transaction, EMERGE is also acquiring a minimum of $2.3M inventory over an 8-year payment plan. At December 31, 2024, T2G had total assets of $5.3M (including $2.9M in inventory) and total liabilities of $1.1M.

Following the Transaction, EMERGE said it will retain four brands across two main verticals. truLOCAL is its flagship grocery brand, a Canadian meat and seafood subscription service, and the golf vertical, which will now include UnderPar, JustGolfStuff, and Tee 2 Green.

“This acquisition marks the beginning of EMERGE’s next chapter which entails combining our organically growing business with this accretive, profitable, bolt-on acquisition, at favorable terms, and with clear “Day 1″ synergies,” added Halazon.

RBC and Canadian Tire Corporation announce strategic loyalty partnership

By
Mario Toneguzzi
-
Image: Canadian Tire

Royal Bank of Canada and Canadian Tire Corporation, Limited announced Thursday a long-term strategic loyalty partnership between Avion Rewards and Triangle Rewards.

This collaboration will enhance the value of both programs by linking millions of eligible RBC credit and debit cardholders to Triangle Rewards, enabling them to earn more Canadian Tire Money while unlocking exclusive promotions at Canadian Tire, SportChek, Mark’s and other CTC retail banners. The partnership expands the reach of Triangle Rewards and further strengthens Avion Rewards’ strong network of merchant partners, according to a news release.

Vinita Savani
Vinita Savani

“We are bringing together two deeply rooted Canadian companies – Canada’s largest bank and the country’s largest general merchandise retailer – to increase the amount of everyday value, rewards and savings that we provide to our shared customers,” said Vinita Savani, Executive Vice President, Cards & Loyalty, RBC. “Our combined scale and unparalleled reach will leverage the strength of our businesses and leading loyalty programs to provide additional benefits for millions of Canadians in meaningful new ways.”

“This partnership creates a loyalty powerhouse, combining strong brands and putting additional Canadian Tire Money into the hands of cardholders and members,” said Darryl Jenkins, Executive Vice President & Chief Development Officer, Canadian Tire Corporation. “It means millions of linked members will gain access to unique promotions and new ways to expand the value of their favourite loyalty programs every day. The partnership will increase our loyalty membership and drive retail sales across our banners.”

Under this partnership, eligible RBC credit and debit cardholders will be able to earn Canadian Tire Money at an accelerated rate when shopping at CTC’s retail banners. They will also enjoy exclusive offers and promotions through RBC and Avion Rewards. These new offerings are expected to launch in 2026, said the release.

“This partnership expands the ways linked members can earn through Triangle Rewards – one of Canada’s leading loyalty programs. Triangle Rewards enables nearly 12 million loyalty members to collect and redeem Canadian Tire Money across CTC’s banners. A cornerstone of CTC’s new True North strategy, Triangle Rewards is enhancing its value to Canadians through more personalized offers and a coordinated strategy combining its banner stores, the unique retail-driving capability of Triangle Cards, and everyday partners like Petro-Canada, RBC and other leading brands currently in negotiation,” it said.

“Avion Rewards, Canada’s largest proprietary loyalty program, has been a leader in loyalty for more than 20 years and is available to all Canadians, regardless of where they bank. It provides Canadians with the flexibility to shop, save, earn and redeem for everyday merchandise, aspirational rewards and experiences. With its market-leading travel value proposition, extensive roster of over 2,000 retail partners, unparalleled experiences, innovative features and payment capabilities, Avion Rewards provides its members with a comprehensive rewards experience that spans their entire shopping journey.”

For more information, visit www.avionrewards.com.

Canadian Tire Corporation, Limited has been a Canadian business since 1922. Its banners include Party City and PartSource; Mark’s; SportChek, Hockey Experts, Sports Experts and Atmosphere; Pro Hockey Life. It has nearly 1,700 retail and gasoline outlets.

Related Retail Insider stories:

Canadian Retail News From Around The Web For March 27, 2025

By
Retail Insider
-
Canadian Retail News From Around The Web

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.

Dollarama to acquire Australian discount retailer the Reject Shop in all-cash deal (The Canadian Press)

Consumer spending not as weak as confidence, but could face ‘downward pressure’: RBC economists (BNN)

Hudson’s Bay managers will get up to $3 million in bonuses, but workers get no severance (CBC)

Metro CEO says tariff impact minimal so far, grocer in ‘wait and see mode’ (Canadian Grocer)

‘We’ve never seen this before’: Consumers looking to the labels to buy local (CTV)

How Canadians can shop for local apparel (CBC)

Retail coffee, cocoa prices up, sugar prices down: Loblaw March inflation report (Grocery Business)

Saskatoon says goodbye to Hudson’s Bay: A look back at a storied legacy (CKOM)

What the impending closure of Hudson’s Bay at the Pen Centre means for Canadian retail (Brock Press)

New ethnic supermarket, indoor amusement park in works near Tanger Outlets (Ottawa Business Journal)

As the Bay’s liquidation sales begin, Winnipeg shoppers wonder what will fill store’s spaces (CBC)

Walmart getting ready to open Port Credit store in May (Grocery Business)

Hudson’s Bay Faces April 7 Deadline to Save 6 Stores

By
Craig Patterson
-
Hudson's Bay store at Galeries de la Capitale in Quebec City. Photo: Justus Coon-Come via Google Maps

The Hudson’s Bay Company returned to court on Wednesday, March 26, seeking approval for a critical agreement with senior lenders that could determine the fate of six of its Canadian stores. Under the proposed deal, the company has until April 7 to secure viable offers for the stores—otherwise, liquidation will begin at those locations as well.

The stores in question are three in the Greater Toronto Area and three in the Montreal region, including the downtown Toronto flagship that also houses a Saks Fifth Avenue store operated under licence. These were excluded from earlier liquidation plans.

“The company wanted more stores, the company wanted more time and latitude to find a solution,” said Ashley Taylor, a lawyer representing Hudson’s Bay, during the Wednesday hearing. “But that was the best we could negotiate at the time.”

Lenders Push for ‘Guardrails’ Amid Restructuring

Hudson’s Bay’s lenders—Bank of America N.A., Pathlight Capital LP, and Restore Capital LLC—are seeking stronger assurances in the form of what’s called a Restructuring Support Agreement (RSA). Without such an agreement, they said they would ask the court to appoint a receiver over Hudson’s Bay’s assets.

“To be honest, it was not a very satisfying outcome for the company,” Taylor admitted, adding that two weeks is not a long time to secure a future for six key locations.

Liquidation Underway at 74 Hudson’s Bay Stores

The retailer, which entered creditor protection on March 7 under the Companies’ Creditors Arrangement Act (CCAA), already received court approval on March 21 to begin liquidation at 74 of its department stores, as well as at two Saks Fifth Avenue and 13 Saks Off Fifth locations. The six stores not currently undergoing clearance were carved out in hopes of salvaging potential value through future sales or partnerships.

Court documents revealed that unexpected foot traffic and sales in early March allowed Hudson’s Bay to repay its initial debtor-in-possession (DIP) financing of about $16 million, avoiding the need for a second round of emergency borrowing.

Liquidation signage on the door of the Hudson’s Bay store at Erin Mills Town Centre in Mississauga, Ontario. Photo: @nataliehhhh via X/Twitter

Path Forward Hinges on Buyer Interest

The April 7 deadline is not necessarily final. If Hudson’s Bay can show that one or more of the six locations are receiving qualified bids or have realistic turnaround potential, the monitor overseeing the restructuring and the financial advisor managing the sales process may allow them to remain in operation.

“If the RSA is approved, it provides a clear path forward with fewer fights,” said Taylor, referring to a proposed framework that would let Hudson’s Bay continue operating the six stores—if it sticks to a strict budget and meets lender expectations.

The agreement, however, does allow for flexibility: the company could remove stores from liquidation if a qualified bid comes forward.

Landlords Push Back: RioCan Speaks Out

Landlords, including major players like RioCan REIT, have voiced opposition to the RSA. RioCan’s lawyer, Joseph Pasquariello, argued the deal disproportionately favours senior lenders and undermines the broader goal of restructuring.

“These agreements are snatching the steering wheel from the company and driving it toward a liquidation result that RioCan and others are submitting should be avoided at any cost,” said Pasquariello in court. 

RioCan is particularly involved, as it both leases space to Hudson’s Bay and co-owns certain retail properties through joint ventures.

Retail Expert: Competing Interests and Deep Challenges

Retail strategist Carl Boutet, who has been monitoring the situation closely, noted in an interview that the RSA presents a balancing act.

Carl Boutet

“There’s a lot of back and forth between Pathlight and RioCan about this RSA,” Boutet said. “But the RSA allows the six stores to keep operating—so far—so long as it’s within their budgets.”

Boutet emphasized that the lenders are pushing for resolution because even the most optimistic recovery scenario would still fall short of fully repaying senior debt. “They’re already projecting a $9 million shortfall just to repay the first-ranked lenders,” he explained.

Boutet added that other stakeholders, such as landlords and suppliers, may receive little or nothing if the lenders’ priority claims aren’t satisfied. “If the first-lien debt holders don’t get paid, then there’s no hope for employees, severance, or suppliers.”

Concerns Around Employee Protections and Governance

Employee representation groups have raised alarms about unpaid benefit contributions and deductions, as well as the fate of long-term disability recipients. Some employees are also losing access to legal representation that had been paid for through the liquidation process.

A separate issue gaining attention is a proposed $3 million Key Employee Retention Plan (KERP) to keep essential staff, including store managers, in place throughout the liquidation.

“Shutting down a business is not easy work,” said Boutet. “That money is there to incentivize people to stay on the Titanic a little longer.”

However, a more controversial element is a proposed $50 million director liability shield. “That part upsets me way more,” Boutet said. “Especially when it comes to someone like Richard Baker, who’s made hundreds of millions over the years running this thing into the ground.”

Store liquidation signage at Hudson’s Bay in the Mayflower Mall in Sydney, Nova Scotia. Photo: Andrew Barkhouse

A White Knight Unlikely: Optimism in Short Supply

As for the six remaining stores, including the historic downtown Toronto and Montreal flagships, Boutet remains sceptical that a deal can be struck in time.

“Unless a white knight shows up from the heavens to repurchase Rupert’s Land,” he joked, referencing Hudson’s Bay’s colonial-era land holdings, “those six stores are likely headed to liquidation, too.”

The sentiment reflects growing consensus among retail experts and creditors: while the past few weeks have been chaotic and full of legal wrangling, a swift resolution appears increasingly necessary.

Next Steps: April 7 and Beyond

The restructuring process is ongoing, with a sale process for parts of the business set to conclude by late April, and the monetization of leases expected to finish in early May. The six-store carve-out remains the only sliver of potential for Hudson’s Bay to emerge from the process with a functioning retail footprint.

But as lender pressure mounts and costs continue to rise, time is running out.

“From what we’re hearing,” said Boutet, “even two more weeks might not be enough. And frankly, they should’ve started looking for solutions a long time ago.”

More from Retail Insider:

James Frost Fine Goods Launches Luxury Wine Club in Saskatoon

By
Craig Patterson
-
James Frost Fine Goods in Saskatoon, Saskatchewan. Photo: James Frost Fine Goods

In the heart of downtown Saskatoon’s Riversdale district, James Frost Fine Goods is redefining what it means to be a luxury retailer in Canada. From its origins as an Apple dealership more than two decades ago, the independent store has evolved into a curated destination for high-end electronics, appliances, and now, fine wine.

“Back in 2000, we were one of the early Apple dealers—before that was cool,” said James Frost, founder of the store that bears his name. “But over time, I realized I wanted to create a more enjoyable, lasting experience for both myself and my clients.”

The store, located at 105-123 Avenue B South in Saskatoon, now carries premium brands including Leica, Bang & Olufsen, Miele, and Bromic. The transition away from high-turnover tech products toward quality goods with longevity was deliberate.

“When you buy a set of Bang & Olufsen headphones, you may never need another pair,” said Frost. “I wanted to focus on timeless design, high performance, and products people feel connected to—things they’ll actually keep.”

Image: James Frost Fine Goods

Introducing Vinoteca: A First for Saskatchewan

Now, the business is entering a new chapter. Vinoteca, a high-end wine club and experience space, represents what Frost describes as “the next evolution” of the brand.

“There’s really nothing like this in Saskatchewan,” he said. “Vinoteca is about creating something elevated—something rare.”

The idea started with high-end wine cabinets the store was already selling. But it quickly expanded into a broader concept: curated, import-only wines, often from family-run vineyards in France and Spain, delivered directly to customers and paired with exclusive tasting events.

The club operates under Saskatchewan’s strict liquor laws, which prohibit in-store alcohol sales. However, customers can sample the wines during private events or order online for delivery. A future goal includes converting the store’s second floor into a private, members-only club with space for tastings, meetings, and celebrations.

James Frost Fine Goods in Saskatoon, SK. Image: James Frost Fine Goods

A 2,000-Square-Foot Space with a Global Vision

The existing 2,000-square-foot store has become a calm and curated refuge in Saskatoon’s downtown, designed to make customers feel welcome and unhurried.

“We want people to come in, have a coffee, sit down, and listen to music,” said Frost. “It’s about slowing down and connecting—whether it’s with a product, a person, or a moment.”

Frost says the store’s layout and selection are all part of that immersive experience. While many installations are done onsite for clients—like outdoor heaters or sound systems—the store remains an anchor in the community.

“We’re very selective about what we carry,” he explained. “We try to ensure everything in here tells a story.”

Connecting Global Artisans with Local Customers

Vinoteca is not just about the wine—it’s about the people behind it.

“The wines we offer are from small, independent producers who care deeply about their craft,” Frost said. “I’ve had 45-minute conversations with vineyard owners about the acidity of the soil. That’s how much detail goes into it.”

One example is the Santa Elba wine from Spain—of which Frost secured 100 of the only 1,500 bottles produced worldwide. “That wine’s value has increased significantly, but I still believe it’s meant to be enjoyed. That’s the spirit of Vinoteca.”

Members of the club also receive perks through partnerships with more than 30 local businesses—from chocolatiers to interior designers—creating a broader network of shared clientele.

James Frost Fine Goods in Saskatoon, SK. Image: James Frost Fine Goods

Community First, Always

Frost has long been active in the local business scene, having served as vice-chair of the Riversdale Business Improvement District. For him, the store is not just about transactions—it’s about transformation.

“What we’re really selling is experience,” he said. “Music, photography, wine—these are all sensory. They improve your life in small but meaningful ways.”

He also believes strongly in collaboration and community resilience, particularly in challenging times for independent retailers.

“With everything going on—rising costs, staffing issues, tariffs—it’s easy to feel overwhelmed,” said Frost. “But if we can offer something beautiful, something thoughtful, I think people respond to that.”

Navigating Trade and Tariffs

While most of the store’s inventory is sourced outside of the United States—including Danish, German, Japanese, and Australian brands—Frost says shifting trade policies have still caused disruptions.

“Our Japanese glassware got hit with unexpected tariffs, even though it was just passing through the U.S.,” he said. “That kind of uncertainty affects us all.”

He remains optimistic, however, about global cooperation. “Just because one or two people in power are unpredictable doesn’t mean the rest of us can’t work together,” he said. “We have friends and partners around the world. That’s not going to change.”

James Frost Fine Goods in Saskatoon, SK. Image: James Frost Fine Goods

A Future Beyond Saskatoon?

While the business already ships across Canada, Frost says any expansion of Vinoteca to other cities would be gradual.

“We’re definitely thinking about other markets—Regina, maybe even nationally,” he said. “But right now, we’re focused on getting it right here.”

That includes planning a wine-and-cars trip to France this year—featuring vineyard tours, tastings, and luxury vehicles like Bugatti and Porsche. “It’s about connecting passion points,” said Frost. “People who love craftsmanship tend to love it in all forms.”

Independent Retail in Canada: A Balancing Act

As a seasoned entrepreneur, Frost has a realistic view of the challenges facing independent Canadian retailers today.

“Consumers are understandably cautious right now,” he said. “Everything costs more—food, dining, tips, you name it. So when we talk about high-end headphones or cameras or wine, we need to offer real value.”

That value, he argues, comes through longevity and experience. “This isn’t fast retail. It’s not something you throw in a drawer. It’s something that lasts and gives back.”

Frost also points to the personal connections formed in-store as a key differentiator. “When you call us, you talk to a human. That matters.”

A Call to Rediscover Joy in Retail

At its core, James Frost Fine Goods is about recapturing joy—through sound, taste, and storytelling.

“There’s so much doom-scrolling and negativity out there,” said Frost. “What if you took five minutes to listen to your favourite song? Or opened a bottle of wine you’d been saving? That’s the kind of moment we’re trying to create.”

As he puts it: “Our mission is simple—if we can make someone’s day better through what we do, that’s a win. Everything else flows from that.”

More from Retail Insider: 

L.L.Bean to Open New Store at Toronto’s Manulife Centre

By
Craig Patterson
-
Photo: L.L.Bean

L.L.Bean, the renowned outdoor apparel and equipment retailer, is set to open a 9,500-square-foot store at the Manulife Centre in Toronto this summer. The new store will be located on the concourse level of the shopping complex, occupying a space previously tenanted by the LCBO. The liquor store relocated to a street-facing location at the corner of Bloor Street and Balmuto Street in November 2021, paving the way for L.L.Bean’s arrival.

The lease deal for the new L.L.Bean store was brokered by Andrew Laudenbach of Oberfeld Snowcap, representing the retailer. On the landlord’s side, Manulife was represented by Arlin Markowitz and Alex Edmison and the CBRE Toronto Urban Retail Team. The addition of L.L.Bean to the Manulife Centre aligns with the complex’s positioning as a premium urban retail destination, catering to both local residents and visitors.

The store will cater to the busy Bloor-Yorkville area, which experiences significant foot traffic from nearby subway stations and work places. The neighbourhood has seen rapid densification with the development of thousands of new high-rise residential units. Known for attracting affluent visitors, the area is also home to a large number of high-net-worth residents living in upscale apartments. 

Manulife Centre commercial podium. Image via CBRE

The Evolution of Manulife Centre

Located at 55 Bloor Street West, Manulife Centre is a prominent mixed-use complex that has undergone extensive renovations to modernize its retail offerings. Originally constructed in the 1970s, the centre comprises a 51-storey residential tower and a 19-storey office block, both positioned above a three-level shopping centre and an underground parking garage.

A major redevelopment project, completed in 2019, transformed the commercial podium. The update included a sleek glass enclosure that enhanced the building’s street presence, while also introducing new retail spaces. One of the key additions during this period was the arrival of Eataly, Canada’s first location of the globally recognized Italian marketplace and dining concept. Spanning 50,000 square feet, Eataly has since become a major anchor tenant, drawing significant foot traffic to the centre.

Other notable tenants at Manulife Centre include high-end jeweller Birks, which completed a renovation and reopened in April 2019, as well as premium denim retailer Over the Rainbow Jeans, which relocated to the centre in the same year. In October 2023, restaurant chain Earls opened a location within the complex, adding a new dining option to the area. Other retailers in Manulife Centre include Loblaw City Market, Shoppers Drug Mart, Indigo Books & Music, Ron White, and several others.

Manulife Centre’s 2019 renovation also focused on improving the pedestrian experience along the Bloor Street corridor. Streetscape enhancements included widened sidewalks, mature trees, integrated seating, and modern lighting. These updates have reinforced the centre’s position as a key shopping and lifestyle destination in the heart of Toronto.

L.L.Bean will open a 9,500 square foot store on the concourse level of Manulife Centre in Toronto.
Future location for L.L.Bean at Manulife Centre in Toronto. Photo: Craig Patterson

L.L.Bean’s Growing Canadian Presence

L.L.Bean’s expansion into the Manulife Centre reflects the company’s ongoing growth in Canada. The retailer first entered the Canadian market in 2018 through e-commerce, along with a partnership with Jaytex Group who are independently operated and proudly Canadian since 1978, holding the brand’s Canadian wholesale & retail license. The success of its online platform paved the way for a broader retail expansion.

In 2019, L.L.Bean opened its first brick-and-mortar location in Canada in Oakville, Ontario. This marked the beginning of a steady retail rollout across the country. The company has opened more than a dozen stores in Canada, with plans for further expansion.

Future location for L.L.Bean at Manulife Centre in Toronto. Photo taken from in front of the Indigo book store. Photo: Craig Patterson

A Steady Expansion Strategy

L.L.Bean has strategically placed its Canadian stores in high-traffic shopping centres and retail districts. Some key store openings include:

  • 2020: Ottawa Train Yards, Georgian Mall in Barrie.

  • 2021: Shops at Don Mills in Toronto, Dartmouth Crossing in Halifax, Deerfoot Meadows in Calgary, and two stores in British Columbia at Victoria’s Mayfair Mall and Burnaby’s The Amazing Brentwood.

  • 2022: The Boardwalk in Kitchener, Cataraqui Mall in Kingston, Champlain Place in Moncton, Canada One in Niagara Falls, and West Edmonton Mall in Alberta.

  • 2023: CF Promenades St-Bruno & Faubourg Boisbriand in Quebec

As of 2024, L.L.Bean operates 15 stores across Canada, with continued growth expected. The new Toronto store at Manulife Centre further solidifies the brand’s foothold in the Canadian market, complementing its existing retail network.

Manulife Centre in Toronto, March 26, 2025. Photo: Craig Patterson

A Legacy of Quality and Outdoor Innovation

L.L.Bean was founded in 1912 by Leon Leonwood Bean. An avid outdoorsman, Bean developed the iconic Maine Hunting Shoe—a waterproof boot that combined leather uppers with rubber bottoms. The product was designed to keep feet dry while hunting and fishing, a feature that proved immensely popular among outdoor enthusiasts.

Despite initial setbacks, including a high rate of product returns due to design flaws, Bean remained committed to customer satisfaction. He honoured a money-back guarantee, refined the product, and expanded his business through a mail-order model. Over the decades, L.L.Bean grew its product line to include a broad range of outdoor apparel, footwear, and gear, all known for their durability and quality craftsmanship. L.L.Bean remains a privately held company.

More from Retail Insider:

Half of small businesses no longer feel U.S. a reliable trading partner: CFIB

By
Mario Toneguzzi
-
Photo by Ketut Subiyanto
Photo by Ketut Subiyanto

The widespread business disruption caused by U.S.-Canada tariffs is leading Canadian small business owners to shift their suppliers and investments to domestic and international markets other than the U.S., according to new survey data by the Canadian Federation of Independent Business (CFIB).

Simon Gaudreault
Simon Gaudreault

“Businesses need more certainty, it’s simple as that. As one business owner told us, the unpredictability of the current situation is making surviving the pandemic look like a walk in the park,” said Simon Gaudreault, CFIB’s chief economist and vice-president of research.

“As we gear up for the April 2 reciprocal tariffs, no one knows where the U.S.-Canada trade war is heading in the long term. For some businesses, making drastic changes is not feasible, but others are taking actions to offset the current impacts.”

The CFIB said 32% of owners have already shifted to suppliers/markets within Canada, 27% plan to increase their investment in Canada, while 33% intend to reduce efforts in the U.S. over the next six months. 

Companies are also promoting Canadian-made products, delaying/cancelling expansion plans, and exploring international alternatives. However, only three in 10 businesses are confident that their actions will help offset the impact of the trade war, added the CFIB.

CFIB’s new research also found that:

  • While 70% of small firms support Canada’s retaliatory tariffs, nearly nine in 10 are struggling with business planning.
  • Nearly half of small businesses (47%) do not consider the U.S. a reliable trading partner.
  • While most U.S. exporters have CUSMA-compliant goods, 30% are unsure about their compliance. Half of small firms would find government support in handling CUSMA-related paperwork helpful. 
  • Nearly a third of exporters use the de minimis rule to export goods to the U.S. This U.S. rule allows companies to export up to $800 USD in goods to consumers duty and tariff free, but it could potentially be phased out.  
Dan Kelly

“Small business optimism is at historically low levels. With the federal election now underway, we’re calling on all political parties to include small business policies in their platforms. That includes commitments to eliminating remaining internal trade barriers and reducing the tax burden on small businesses. We need to instill confidence in business owners and strengthen our economy if we want to get through the next few uncertain months,” said Dan Kelly, CFIB president.

The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.

Related Retail Insider stories:

1...327328329...1,280Page 328 of 1,280

FEATURES ON RETAIL INSIDER

spot_img
spot_img

About

Contact

Media

Follow

© 2025 Retail Insider Media Ltd. All Rights Reserved. The content on this website is protected by the copyrights of Retail Insider Media Ltd. or the copyrights of third parties and used by agreement. No part of any of the content of this website may be reproduced, distributed, modified, framed, cached, adapted or linked to, or made available in any form by any photographic, electronic, digital, mechanical, photostat, microfilm, xerography or other means, or incorporated into or used in any information storage and retrieval system, electronic or mechanical, without the prior written permission of Retail Insider Media Ltd. or the applicable third party copyright owner.