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 3 days.
Hudson's Bay Yorkdale, part of the HBC/RioCan JV. Image: WZMH Architects.
A critical court hearing on Monday, March 17, could determine the fate of Hudson’s Bay Company (HBC) in its ongoing restructuring under the Companies’ Creditors Arrangement Act (CCAA). At the center of the legal battle is a motion filed by RioCan Real Estate Investment Trust, one of HBC’s largest landlords and a key joint venture (JV) partner, demanding that the retailer resume paying rent on a dozen properties across Canada.
RioCan, which co-owns 12 retail properties with HBC through a joint venture, has taken legal action to overturn an earlier court order that allowed HBC to suspend rent payments to these JV properties while still occupying them. The real estate giant argues that this decision is unprecedented in Canadian insolvency proceedings and puts RioCan’s financial stability at risk.
HBC, which filed for CCAA protection on March 7, 2025, is still paying rent on 84 other leased locations, but under the court-approved restructuring terms, it has exempted itself from rent obligations on the JV properties. RioCan asserts that this selective rent suspension violates CCAA principles, as companies under protection are typically required to continue paying for the use of leased properties.
RioCan’s Legal Argument
In its motion record, filed on March 14, 2025, RioCan is seeking an order from the Ontario Superior Court of Justice (Commercial List) that would:
Require HBC to resume rent payments to the JV properties immediately.
Strike down the rent suspension provision in the original CCAA order.
Prevent HBC from securing debtor-in-possession (DIP) financing if it includes restrictions on paying JV rent obligations.
RioCan CFO Dennis Blasutti, in an affidavit supporting the motion, emphasized that HBC owes approximately $10 million per month in rent to the JV entities. Roughly 70% of these payments go toward covering property-related expenses such as mortgages, operating costs, and administrative fees, while the remaining 30% is distributed to JV partners, including RioCan and HBC’s own real estate arm.
Potential Court Outcomes
Monday’s court hearing could result in several possible outcomes:
Full Victory for RioCan – The court orders HBC to resume full rent payments immediately, preventing financial strain on the JV and ensuring that all landlords are treated equally under the CCAA.
Partial Compromise – The judge may allow HBC to pay only a portion of the rent, covering operating costs while deferring landlord distributions until a later stage in the restructuring.
HBC Prevails – The court upholds the rent suspension, meaning RioCan and its JV entities would be left to cover financial shortfalls, potentially forcing loan defaults on some properties.
DIP Financing Adjustments – The judge could modify HBC’s DIP financing agreement, ensuring that funds are available for JV rent payments.
Potential Impact on Hudson’s Bay Stores
The outcome of this court hearing could significantly impact the future of the Hudson’s Bay department store chain. Depending on the court’s ruling, several scenarios could unfold:
If the Court Orders Full Rent Payments – HBC would be required to resume rent payments on the JV properties, adding approximately $10 million per month in financial obligations. This could force the company to accelerate store closures, particularly in underperforming locations, and may lead to liquidation proceedings if it cannot secure additional financing.
If the Court Grants Partial Compromise – HBC may receive temporary relief, allowing it to defer portions of its rent payments. While this would ease immediate financial strain, it could still result in selective store closures or negotiations with landlords to exit unprofitable leases.
If the Court Upholds the Rent Suspension – HBC would gain a significant financial advantage by avoiding rent payments on the JV properties while continuing operations. This scenario would extend the retailer’s runway for restructuring, potentially allowing it to focus on e-commerce expansion and store format changes. However, RioCan and other landlords could retaliate, pushing for alternative legal remedies or accelerating foreclosure actions on properties.
If DIP Financing is Modified – If the court mandates changes to the debtor-in-possession (DIP) financing, ensuring that rent is included in funding obligations, HBC could be forced to prioritize payments to landlords over other restructuring initiatives. This could impact the retailer’s ability to invest in store renovations, technology, and inventory replenishment.
The decision could determine whether HBC survives as a department store operator or faces an expedited path toward liquidation or asset sales. Store closures, layoffs, and shifts toward a smaller store footprint may all be on the horizon, depending on how the legal proceedings unfold.
How RioCan Could Push HBC Toward Liquidation
The legal action taken by RioCan has the potential to accelerate the downfall of Hudson’s Bay, depending on how the court rules. Several scenarios could force HBC into a rapid restructuring or outright liquidation:
Court Orders Full Rent Payments – If HBC is required to resume full rent payments to the JV properties, this additional $10 million per month obligation could drain its remaining cash flow. If HBC fails to secure new financing, it may be forced into store closures, mass layoffs, or even bankruptcy liquidation.
Eviction from JV Properties – If HBC does not comply with court-ordered payments, RioCan could push for eviction or foreclosure on the JV properties. Losing key downtown locations in Vancouver, Montreal, Calgary, and Ottawa would cripple operations, making it harder for HBC to sustain its brand.
JV Defaults on Mortgages – If RioCan and its JV partners cannot cover property-specific mortgages due to HBC’s non-payment, lenders could foreclose on properties or demand immediate repayment, further jeopardizing HBC’s access to key locations.
Legal Retaliation from Other Landlords – If RioCan’s case succeeds, other landlords may follow suit, pressuring HBC into negotiating rent obligations or liquidating more assets to stay afloat.
The combination of these pressures could force HBC into a more aggressive restructuring, asset sell-offs, or a complete liquidation.
Details of the 12 Properties in Dispute
The properties at the center of this legal dispute include a mix of head lease properties, wholly-owned properties, and co-owned properties between RioCan and HBC. These properties are vital to HBC’s retail operations and represent a significant portion of RioCan’s real estate holdings.
1. Head Lease Properties (Leased from Third-Party Landlords)
These properties are leased by the JV entities and subleased to HBC:
CF Carrefour Laval (Laval, QC)
Promenades St. Bruno (St. Bruno, QC)
Yorkdale Shopping Centre (North York, ON)
Scarborough Town Centre (Scarborough, ON)
Square One (Mississauga, ON)
2. Freehold Properties (Owned by the JV)
These properties are 100% owned by the JV, with HBC as a tenant:
Downtown Vancouver (Vancouver, BC)
Downtown Calgary (Calgary, AB)
Downtown Montreal (Montreal, QC)
Downtown Ottawa (Ottawa, ON – Beneficial interest held by Ottawa LP)
Devonshire Mall (Windsor, ON)
3. Co-Owned Properties (50% Ownership by RioCan and the JV)
These two mall locations are co-owned by RioCan and the JV, with HBC as the tenant:
Oakville Place (Oakville, ON)
Georgian Mall (Barrie, ON)
Broader Implications for Canadian Retail and Real Estate
The outcome of this case could have far-reaching consequences for landlords, creditors, and the broader retail sector. If the court permits rent suspension, it could set a precedent where CCAA debtors strategically avoid payments to certain landlords while maintaining control of key properties. Conversely, if the court requires full rent payments, it could place additional financial pressure on HBC, accelerating liquidation scenarios.
The March 17 hearing will provide clarity on whether HBC can continue operating under its current rent deferral strategy or if it will be forced to allocate more funds toward its landlords. RioCan has also indicated that it is open to an alternative DIP financing structure that would ensure rent payments continue.
Hudson’s Bay Company ULC, the entity behind the 355-year-old retailer Hudson’s Bay and TheBay.com, has announced that it has been unable to secure the necessary financing to restructure its business, potentially leading to the full liquidation of the retailer. Hudson’s Bay stores across Canada could begin liquidation sales as early as next week, marking the end of an era for the country’s last traditional department store chain.
The company has spent the past week in discussions with landlords to find a path forward but has struggled to reach agreements. The financial strain comes after Hudson’s Bay sought creditor protection under the Companies’ Creditors Arrangement Act (CCAA) on March 7, 2025, in a bid to restructure its operations. However, with only limited debtor-in-possession financing secured, the company now says a store-by-store liquidation process will likely be necessary.
On Monday of this week, all escalators and elevators were down at the Hudson’s Bay flagship store in downtown Vancouver. Shoppers had to walk up a set of fire stairs to get to the 6th floor men’s store. Photo: Lee Rivett
A Retail Giant’s Fall
Hudson’s Bay, Canada’s oldest retailer, currently operates 80 locations across the country, as well as TheBay.com. Through a licensing agreement, the company also oversees three Saks Fifth Avenue and 13 Saks Off 5th stores in Canada. The collapse of Hudson’s Bay would be a devastating blow to the Canadian retail landscape, impacting shopping malls, employment, and consumer choice.
The closure would see the loss of approximately 9,364 jobs across the country, while major shopping centres would be left with the task to fill the large anchor spaces occupied by Hudson’s Bay. Many of these locations encompass multiple floors and represent some of the largest tenant retail square footage in malls nationwide. Ontario would be the hardest hit, with 32 stores and more than half of the company’s employees located in the province.
Maje and Sandro women’s fashion concessions were dismantled at Hudson’s Bay Queen Street, coinciding the HBC’s bankruptcy filing.
The Search for a Last-Minute Solution
Liz Rodbell, President and CEO of Hudson’s Bay, said, “Our team has worked incredibly hard to identify a viable path forward, and our resolve is strengthened by the overwhelming support from customers and associates who have shared heartfelt stories about Hudson’s Bay and what our stores have meant to them. These powerful experiences remind us why we must continue to pursue every possible opportunity to secure the necessary support from key landlords and other stakeholders to save The Bay.”
However, with court proceedings expected to approve the liquidation plan on Monday, the timeline for securing an alternative solution is rapidly closing. If no new financial support is found, the liquidation of all Hudson’s Bay stores will begin next week, with final sales events marking the end of the retailer’s storied history.
With Hudson’s Bay now entering the liquidation phase, the retailer has set a firm deadline for the use of its gift cards. Customers will have until April 6 to redeem them, after which they will no longer be accepted. Shoppers can use their gift cards during the ongoing liquidation sales, providing an opportunity to maximize their remaining balances before the deadline. As of February 1, Hudson’s Bay customers collectively held approximately $24.1 million in outstanding gift card value, adding urgency for cardholders to use their funds before they become void.
Hudson’s Bay flagship, Queen Street Toronto. Photo: HBC
Negotiations with Mall Landlords Challenging
Sources told Retail Insider this week that Hudson’s Bay, its joint-venture partner RioCan, and mall landlords were engaged in negotiations to determine which stores to keep open. Insiders said that by mid-week, only 23 Hudson’s Bay locations had been negotiated to remain open, far fewer than the initial goal of 40 stores under a restructured business model.
According to sources, Hudson’s Bay has been asking landlords to cover renovation costs and offer financial concessions to keep stores operating. However, some landlords, already frustrated by unpaid rent and financial losses tied to Hudson’s Bay, are hesitant to comply. Some are even prepared to reclaim the anchor spaces for redevelopment rather than continue leasing to the struggling retailer.
Struggles Leading to Collapse
Hudson’s Bay claims that its financial difficulties have been exacerbated by multiple factors, including subdued consumer spending, ongoing trade tensions between the U.S. and Canada, and reduced foot traffic in downtown shopping districts following the pandemic. In reality, much of the company’s struggles stem from years of underinvestment by its ownership, which failed to modernize stores, refresh product selections, and improve the overall shopping experience.
Shoppers have encountered poorly maintained locations with limited staff, broken escalators, and other unresolved maintenance issues. The company also lacked an effective marketing strategy to attract and retain customers, while alienating vendors and not paying them. Cost-cutting measures and prolonged neglect ultimately weakened the chain, leaving it vulnerable at a time when leadership appeared to have cast Hudson’s Bay aside, focusing on the shiny newly formed Saks Global.
Hudson’s Bay owes more than $950 million to an extensive list of creditors, including major fashion brands such as Ralph Lauren, Chanel, Columbia Sportswear, Diesel, and Estée Lauder. Many of these brands have gone unpaid for months, as the retailer struggled to keep up with lease and supplier payments.
The company’s financial turmoil has also led to drastic actions by landlords. According to court filings, a landlord in Sydney, Nova Scotia, forcibly locked Hudson’s Bay out of a store, while bailiffs hired by Cadillac Fairview attempted to seize merchandise from its location in CF Sherway Gardens in Toronto.
Hudson’s Bay at Woodgrove Centre in Nanaimo, BC in November 2023. Photo: Lee Rivett.
The End of Saks Fifth Avenue and Saks OFF 5TH in Canada
The liquidation of Hudson’s Bay would also mean the closure of all licensed Saks Fifth Avenue and Saks OFF 5TH stores in Canada. Saks Fifth Avenue currently operates three locations in the country: two in Toronto and one in Calgary. The Toronto stores, which opened in early 2016, include a downtown flagship spanning three floors of the Hudson’s Bay building and another location at CF Sherway Gardens. The Calgary store, located at CF Chinook Centre, was the last Saks Fifth Avenue to open in Canada. Originally, the retailer had planned to expand to as many as 10 stores nationwide, but growth was halted after the Calgary opening.
The closure will also affect Saks OFF 5TH, the off-price retailer which currently has 13 stores across Canada. The chain, which launched its Canadian expansion in 2016, once operated 18 locations at its peak. However, according to sources, Saks OFF 5TH underperformed in the Canadian market, leading to multiple store closures in recent years. With the liquidation of Hudson’s Bay, Saks OFF 5TH will now fully exit the Canadian market.
Saks Fifth Avenue Toronto
A Historic End to an Iconic Brand
Founded in 1670, Hudson’s Bay is the oldest surviving corporation in North America and has played a pivotal role in Canada’s retail and economic history. What began as a fur-trading enterprise evolved into a national department store chain that defined Canadian shopping for generations. The closure of Hudson’s Bay would represent not just the end of a business but the conclusion of a centuries-old legacy.
The retail industry in Canada is at a crossroads, with the disappearance of traditional department stores accelerating in the face of e-commerce growth and shifting consumer preferences. If Hudson’s Bay ceases operations, it will leave a significant gap in the retail landscape, affecting everything from real estate to employment and consumer habits.
As the company awaits its final court ruling and any potential lifelines, Canada watches closely to see if Hudson’s Bay will be saved at the eleventh hour or if it will join Eaton’s, Sears Canada, Woodward’s, Simpson’s, Morgan’s and others in the annals of Canadian department store history.
Saks OFF 5TH Vaughan Mills. Photos provided by Hudson’s Bay Company.
What’s Happening on Monday:
The Hudson’s Bay Company will appear before the Ontario Superior Court of Justice (Commercial List) on Monday, March 17, 2025, at 9:00 AM, seeking approval for a range of motions that will determine the future of the struggling department store chain. The company is asking for additional financial lifelines and legal protections as it navigates its Companies’ Creditors Arrangement Act (CCAA) restructuring process.
If approved, Hudson’s Bay will have a temporary reprieve to continue operations while selling off inventory, transferring leases, and seeking a potential buyer. If denied, the retailer could be forced into immediate liquidation, accelerating the shutdown of stores across Canada.
Key Requests Before the Court
1. Extension of CCAA Protection Until May 15, 2025
Hudson’s Bay will request an extension of its CCAA protection, which prevents creditors and landlords from taking legal action against the company. The extension would allow HBC to continue restructuring efforts without the immediate risk of eviction from store locations or further financial penalties.
If the court grants this request, Hudson’s Bay will have two more months to execute its turnaround plan. However, if denied, the company could face forced closures and immediate asset liquidation, making it significantly harder to negotiate with landlords and potential investors.
2. Approval of $23 Million in DIP Financing
HBC is also seeking court approval for $23 million in Debtor-in-Possession (DIP) financing, which would provide much-needed capital to keep stores operating in the short term. The funding is being provided by a consortium of lenders, including Restore Capital LLC, Tiger Asset Solutions Canada ULC, and GA Group Solutions, LLC.
This financing is essential for the company’s day-to-day operations, including:
Paying rent and supplier obligations to keep stores stocked.
Funding liquidation efforts at stores that will close.
Covering administrative costs, including legal fees for the restructuring process.
Without this financial injection, Hudson’s Bay would quickly run out of cash, forcing an accelerated shutdown of operations.
3. Approval of a Liquidation Sale Plan
The court will also decide whether Hudson’s Bay can proceed with liquidation sales at select store locations and distribution centres. The company is seeking approval to engage a liquidation consultant to oversee the process, ensuring that remaining inventory and store fixtures are sold in an orderly manner.
If approved, Hudson’s Bay could begin clearance sales as early as next week at affected locations. The sales would run until June 15, 2025, unless extended by the court. However, if the request is denied, Hudson’s Bay may struggle to monetize its inventory, further straining its financial position.
4. Lease Monetization Strategy
Hudson’s Bay is also asking for approval to market and sell its store leases. The company plans to engage a lease monetization consultant to help find businesses interested in taking over leases at various locations.
This process will unfold in two phases, with a series of ten milestones designed to maximize the recovery of value from leases. If approved, the company may be able to generate additional cash flow from lease sales.
If the request is denied, landlords could move to terminate HBC’s leases early, eliminating any chance of recovering value from lease transfers.
5. Sales & Investment Solicitation Process (SISP)
Hudson’s Bay is actively seeking a buyer or investor to rescue part or all of the business. On Monday, the company will ask the court to approve a formal sales and investment process (SISP).
Key deadlines in this process include:
April 15, 2025 – Deadline for potential buyers to submit bids.
April 29, 2025 – If multiple offers are received, an auction may be held.
If no buyer emerges, Hudson’s Bay could be forced into a complete shutdown.
6. Financial Protection for Executives & Employees
HBC is also asking the court to approve measures aimed at protecting executives and key employees during the restructuring process:
Directors’ Charge Increase: The company is seeking to increase executive financial protection from $26.3 million to $49.2 million to shield leadership from personal liability during the bankruptcy process.
Key Employee Retention Plan (KERP): Hudson’s Bay is requesting $3 million to retain critical employees needed to oversee the restructuring and liquidation process.
These measures are designed to keep leadership and key staff in place as the company navigates this difficult transition.
What Happens if the Court Denies These Requests?
If Hudson’s Bay is denied court approval on any key motions, the consequences could be devastating:
The company may run out of money without DIP financing, forcing an immediate shutdown.
Landlords could terminate leases early, pushing HBC out of key retail locations.
Liquidation sales could stall, preventing HBC from generating much-needed cash flow.
If the company is unable to find a buyer through the SISP process, Hudson’s Bay could cease operations entirely.
Update: RioCan Could Trigger Liquidation on Monday
Documents filed Friday, and uploaded publicly early Saturday, show that RioCan Real Estate Investment Trust is seeking an order from the Ontario Superior Court of Justice to force Hudson’s Bay to fulfill its rent obligations under their joint venture lease agreements. If the court grants RioCan’s motion on Monday, it could have significant financial and operational consequences for both parties.
One of the core requests in RioCan’s motion is the immediate payment of all outstanding rent owed by Hudson’s Bay to the joint venture properties. Currently, HBC is required to pay rent only to cover head leases, leaving RioCan and the joint venture entities without full rental income. If the court rules in favour of RioCan, HBC would be required to make rent payments for all 12 properties held under the joint venture, amounting to approximately $10 million per month. Given HBC’s existing financial difficulties, this could further strain the company’s cash flow, potentially accelerating store closures and liquidation efforts.
Possible Termination of Joint Venture Leases
Should the court compel HBC to pay full rent and the retailer is unable to comply, RioCan could take steps to terminate lease agreements on its co-owned properties. This would give RioCan greater control over these retail spaces, allowing it to repurpose or lease them to new tenants. However, for major flagship locations such as Yorkdale, Square One, and downtown Montreal, repurposing these massive retail footprints could take years, leaving substantial gaps in some of Canada’s most prominent shopping centres and downtowns.
Impact on HBC’s Restructuring Efforts
HBC has been attempting to restructure under the Companies’ Creditors Arrangement Act (CCAA), seeking court protection while it negotiates with creditors. If RioCan’s motion succeeds, it may limit HBC’s ability to defer rent obligations, making it harder to attract investors or find a buyer for its remaining stores. Additionally, RioCan’s request to block any debtor-in-possession (DIP) financing agreements that prevent rent payments to the joint venture could further complicate HBC’s efforts to secure funding.
Implications for Shopping Centres and Landlords
For shopping centres where RioCan and HBC jointly own properties, such as Oakville Place and Georgian Mall, the court’s decision could impact future redevelopment plans. If RioCan gains the ability to re-lease these spaces, it could look to bring in new retailers or mixed-use developments, reshaping the commercial real estate landscape in these locations.
If RioCan’s motion is denied, HBC may continue to delay rent payments while pursuing restructuring efforts, potentially keeping some stores open longer. However, if the court rules in RioCan’s favour, HBC could face an accelerated timeline for closures and liquidations, forcing landlords to seek new long-term solutions for prime retail spaces left vacant by the struggling retailer.
The outcome of RioCan’s motion will be closely watched by retail industry stakeholders, investors, and landlords across Canada, as it may set a precedent for how creditors and joint-venture partners are treated in large-scale retail insolvency cases. The court’s decision on Monday could ultimately determine whether HBC has a path forward or if it will be forced to exit the Canadian retail market entirely.
Final Thoughts: A Defining Moment for Hudson’s Bay
Monday’s court hearing will be a decisive moment for Hudson’s Bay. If all motions are approved, the company will have a temporary lifeline to continue operations while working toward a possible sale. However, if key requests are denied, HBC could face immediate liquidation, bringing an end to a 355-year-old retail legacy.
The fate of Canada’s last remaining major department store chain now rests in the hands of the court.
Fashion brands have always focused on the future. From seasonal styles to popular color palettes to cultural shifts in consumer preferences, an industry thrives on knowing and predicting the next big thing. While fashion logistics might not seem like the most trending topic, it’s one that requires brands’ close attention, because it could be what makes or breaks their business. Shoppers today care more than ever about where and how what they buy is made. They also want what they buy to arrive as quickly as possible. How can these brands meet these challenging market demands? Choosing the right warehouse solutions—goods-to-person picking, palletizing, or other logistics innovations—makes a huge difference. Let’s find out why.
Now Trending: Fashion Logistics Challenges
The fashion industry’s supply chain is as unique as the styles and items sold within it. It’s an incredibly fast-paced business, and keeping up with the rapid changes requires a certain level of responsiveness. Speed to market is also a huge factor, especially for fast fashion brands—retailers that produce and sell clothing quickly and cheaply. They’re all about capitalizing on the hot looks of the moment, churning out designs and getting the latest styles into stores ASAP.
Global sourcing and distribution is also a challenge unique to the fashion industry, as many brands have to manage suppliers from different regions while maintaining sustainability and ethical sourcing goals. Add to that the incredibly complex number of SKUs and high return rates, and you’ve got a recipe for a logistical nightmare if you’re a brand without the right partner.
Generic Solutions vs. Industry-Specific
Generic solutions can be great when it comes to mass-producing fashion. Standardized patterns, streamlined production processes, and universal materials help brands scale efficiently. But when it comes to logistics, generic doesn’t cut it. Fashion supply chains are too fast, complex, and unpredictable for a one-size-fits-all approach. From seasonal shifts to high return rates, the challenges of moving fashion goods require a logistics strategy as tailored as the garments themselves.
Be More Agile and Responsive
Specialized fashion logistics providers can help brands move at the speed of “I want it now,” which, for consumers, is quickly becoming the speed of “I wanted it yesterday.” These niche providers know the incredibly unique challenges of the fashion industry. They offer various tailored solutions and come to the table with a team of seasoned experts who can help you build adaptable distribution strategies.
International clothing retailer Mango used automated warehouse solutions within its distribution centers to speed up delivery times and reduce fulfillment costs. High-performance goods-to-person picking stations combined with cross-belt sorters increased picking to 30,000 items per hour. Using these scalable systems, Mango can easily adapt to the needs of its 2,200 stores in over 100 countries.
Use Technology to Gain Efficiencies
Working with a specialist who can look at your entire supply chain from receiving to shipping is important. They’ll help you choose the right technology to meet your current and future business needs. “Artificial Intelligence” (AI) is the latest buzzword, but for good reason. It can help brands with real-time tracking for better optimized inventory and distribution. Omnichannel fulfillment strategies featuring a portfolio of tech-savvy solutions like:
AI-powered demand forecasting
AI-powered returns processing and reverse logistics
Buy Online, Pick Up In Store (BOPIS) fulfillment options
There are so many opportunities for improvement in operating your facility more efficiently. You just need the right fashion logistics partner with the right innovations already at their fingertips.
Achieve Sustainability and Ethical Sourcing Goals
According to a recent study by PwC, consumers are willing to pay a 9.7% sustainability premium even as cost-of-living and inflation increases. That underscores the importance of sourcing practices for consumers considering which brands to support with their wallets. Many specialized fashion logistics partners can help you incorporate sustainable methods into your supply chain, ultimately getting you one step closer to achieving larger, company-wide sustainability goals. Think about your brand’s point of view. What have you committed to, and how could an industry-specific provider play a role in helping you get there?
Customize Solutions for Seasonal and Luxury Goods
The needs of fast fashion brands differ significantly from those of higher-end labels, with their business models, customer expectations, and supply chain structures requiring unique approaches. Fast fashion brands prioritize speed and cost efficiency to get trendy items into stores and online as quickly as possible. Think high-volume, rapid turnover, and just-in-time inventory management. Luxury fashion brands, on the other hand, focus on precision, exclusivity, and brand integrity. Their logistics must support limited production runs, customized orders, and meticulous quality control. Where does your business fall?
What to Look for in a Fashion Logistics Partner
First, do your research. Ask your network for recommendations. Search industry publications on warehouse automation efforts or fashion logistics implementations for recent case studies. See if they’re involved in industry-specific organizations like the National Retail Federation (NRF) and the Retail Industry Leaders Association (RILA). Organizations like NRF and RILA provide insights into retail trends, evolving consumer behaviors, and regulatory changes that impact the supply chain.
A partner actively engaged in these groups is better equipped to anticipate challenges and offer solutions tailored to the fast-moving fashion industry. Plus, it signals more profound expertise and commitment to the fashion and retail sectors. But don’t stop there. Dig deeper during your interviews with some pointed questions:
Does the partner have expertise in fashion and apparel logistics?
Can they support omnichannel fulfillment?
Do they offer real-time visibility and advanced tracking?
Do they have solutions for handling high return rates, resale, and sustainable disposal?
Do they have a global network, cross-border shipping capabilities, and microfulfillment centers?
Do they offer white-glove delivery, climate-controlled storage, or anti-theft measures?
Can they tailor logistics strategies for fast fashion, luxury, or niche brands?
Can they adapt to port congestion, labor shortages, or global crises without significant delays?
Aim to find three to five partners for your shortlist. That’ll give you enough for consideration, but not too much so you burn out on the process.
What Happens Next?
Once you identify a reliable partner, the process typically begins with an assessment to better understand your supply chain strategy and key challenges. This allows them to assess how automated warehouse solutions can streamline your operations and drive efficiency.
The partner will then analyze and compare various automation solutions, evaluating both the capital investment required and the overall benefits. These may include faster order fulfillment, improved omnichannel capabilities, reduced labor dependency, and optimized inventory management. The recommended solution is tailored to align with your specific requirements. Once the ideal solution is identified, a fashion logistics expert will transition into the detailed planning phase, outlining software specifications and refining implementation strategies.
A reliable and experienced partner will manage the entire implementation process, deploying a dedicated on-site team to handle installation, system testing, and operational ramp-up. Be sure to see the range of maintenance options, from remote technical support to dedicated resident engineers who oversee daily operations and system upkeep. Industry-focused logistics could be the difference between a good year and a great year of business. See what the specialists can bring, and start exploring your options today.
In today’s fast-paced digital world, businesses face constant pressure to stay competitive, innovate, and deliver exceptional products or services. One of the most effective strategies to achieve these goals is through software development outsourcing. By partnering with a trusted outsourcing provider, companies can tap into a wealth of expertise, reduce costs, and accelerate time-to-market for their digital solutions. Among the many outsourcing providers, Innowise, a leader in the field, stands out for its commitment to transforming digital dreams into reality. With more than 18 years of experience in the IT industry, Innowise has built a reputation for delivering high-quality, tailored software solutions.
Innowise’s Commitment to Excellence
Innowise stands at the forefront of software development outsourcing, with over 18 years of experience and a commitment to innovation, excellence, and client satisfaction. The company’s journey began in the early 2000s, and since then, it has grown into a global leader, providing a broad spectrum of services that extend far beyond basic software development.
At the core of Innowise’s approach is the belief that every project should be seen as a unique opportunity to innovate. The company’s talented team of developers, engineers, and IT professionals work closely with clients to understand their specific needs, challenges, and business objectives. This collaborative process ensures that the software solutions delivered are not only functional but also aligned with the company’s long-term strategy.
Innowise’s diverse service offerings include custom software development, enterprise-level applications, mobile app development, cloud computing solutions, and infrastructure enhancement. Additionally, the company is well-versed in data center management, offering clients a comprehensive range of services to optimize their IT infrastructure. Innowise’s expertise spans multiple industries, including healthcare, finance, retail, and manufacturing, which has given them a versatile skill set to handle projects of any scope and complexity.
The Evolution of Software Development Outsourcing
Outsourcing software development has evolved significantly over the past two decades. Initially, it was viewed as a cost-cutting measure, but today, it’s recognized as a strategic approach to innovation and growth. Companies of all sizes now outsource development tasks to leverage specialized skills, scale rapidly, and focus on their core business functions. Outsourcing has become an integral part of a company’s digital transformation journey.
Innowise, with its extensive industry expertise, has pioneered this evolution, not only by delivering software development solutions but also by redefining what it means to be a true partner in innovation. Their approach goes beyond mere task completion — it’s about aligning with the client’s business goals, anticipating future needs, and fostering continuous collaboration.
Why Outsource Software Development?
Outsourcing software development offers several key advantages. First, it helps companies cut down on operational costs. Developing software in-house can be expensive due to overheads like hiring specialized talent, providing training, and investing in infrastructure. Outsourcing allows businesses to access highly skilled professionals at competitive rates, reducing the overall cost of development.
Secondly, outsourcing enables companies to scale their operations quickly. With outsourcing, businesses can tap into global talent pools, ensuring they have the necessary resources to handle even the most complex and large-scale projects. This flexibility means that companies can ramp up or down based on project requirements without the burden of maintaining a large in-house development team.
Moreover, outsourcing provides access to cutting-edge technology and expertise. Software development is an ever-evolving field, and staying on top of the latest trends and tools can be challenging for organizations without dedicated resources. By partnering with an outsourcing provider like Innowise, businesses gain access to the latest technologies and expert teams who are experienced in the most modern development practices.
Tailored Solutions for Every Business
One of the defining features of Innowise’s approach is its ability to craft bespoke applications tailored to the unique needs of each client. Unlike off-the-shelf solutions, custom-built software ensures that businesses can achieve their specific goals without having to compromise. Whether it’s developing a cutting-edge mobile app, optimizing a complex business process, or integrating new technologies into an existing infrastructure, Innowise’s team works closely with clients to deliver the perfect solution.
Innowise’s commitment to customization extends to its ability to enhance existing infrastructure. The company offers services that help businesses improve their IT systems, integrate new technologies, and future-proof their operations. This is especially valuable for companies that need to modernize legacy systems or scale their operations in response to growth.
Data Center Management: Ensuring Reliability and Efficiency
Innowise’s expertise extends beyond software development to include data center management, which plays a critical role in maintaining business continuity and operational efficiency. As businesses grow and rely more heavily on digital infrastructure, the importance of a reliable, secure, and efficient data center cannot be overstated. Innowise’s team of experts is well-versed in managing data centers, ensuring that they are optimized for performance, security, and scalability.
Whether it’s managing cloud infrastructure or optimizing on-premises servers, Innowise’s data center management services ensure that businesses can rely on their IT systems to support day-to-day operations without interruption.
Innovation at the Heart of Everything
What truly sets Innowise apart from other outsourcing providers is its unwavering commitment to innovation. The company’s core philosophy is centered around the idea that innovation should be at the heart of every project. This means constantly exploring new technologies, experimenting with new development methodologies, and proactively finding solutions that help clients stay ahead of the curve.
Innowise is not just an outsourcing provider; it is a long-term partner in innovation. By combining technical expertise with a deep understanding of business needs, the company helps clients not only meet their current objectives but also position themselves for future success.
Conclusion
As the demand for software development continues to grow, outsourcing has become an essential tool for businesses looking to remain competitive in the digital age. Innowise, with its 18+ years of experience, provides a unique blend of expertise, innovation, and commitment to excellence. By partnering with Innowise, companies can leverage cutting-edge technologies, access specialized skills, and drive their digital transformation forward — all while ensuring that their software solutions are perfectly aligned with their business goals. Whether it’s crafting bespoke applications, enhancing infrastructure, or mastering data center management, Innowise is ready to transform your digital dreams into reality.
Back view of a young white man video editor sitting in front of a big screen working on a video montage indoors
In the last few years, every social media platform has implemented short-form video in some way. The reason is that consumer attention spans are shrinking and people want engaging content fast. Retail companies that want to increase their brand awareness and encourage impulse purchases need to use short-form video and product placement more strategically – here’s how.
Why Use Short-Form Video?
96% of viewers say they’d prefer to watch a short video than read about the same topic, and with good reason. Videos are more engaging and present information in a way that sticks in the mind, which for retail companies is great news. It means if you feature a product, you have more chance of convincing a viewer to make a purchase.
How to Create Engaging Videos for Impulse Purchases
Keep it Concise
Photography experts at MPB suggest that short-form videos for social media should be between 15 to 30 seconds long, so be clear on your focus so you don’t run too long. While Facebook will accept longer videos, they say it’s still best practice to keep it brief. What’s more, most people will give a video approximately eight seconds before they make a decision to stay or scroll, so make sure your intro is attention-grabbing. Even a short-form video should have a storyboard created so you know exactly what’s being included and at what point in the video it will appear. This will help you to front-load your videos with the most important and most engaging content.
Optimize for Mobile
Most social media browsing occurs on a phone, so you need to ensure all product pages are designed to look their best with clear images, succinct and easy-to-read descriptions and a smooth checkout process. If loading times are too long or the navigation is complicated, your viewers will become frustrated and click away, so make it as streamlined as possible to nudge them towards the shopping cart.
Create a Sense of Urgency
FOMO (Fear of Missing Out) is what drives impulse purchases so you need your content to give the impression that these deals won’t last or the product is only available for a short time. One of the most effective ways to do this is with countdown timers in your video that reminds shoppers that they need to act quickly to take advantage of the short window they have to purchase.
Leverage Social Proof
If you can utilize user-generated content or customer testimonials in some way, you can address the trust barrier that often prevents customers from making a purchase. When viewers see that someone else has made a purchase and had a positive experience, they’re more inclined to do so themselves. Authentic video reviews or voiceovers from your customers can go a long way to encourage confidence in your brand and encourage customers to try your products for themselves.
Make Use of Novelty
Impulse purchases don’t just come from promotions or a fear of missing out—you can also encourage them through novelty and innovation. If a product looks unique or out of the ordinary, it can make buyers notice. Use your short-form video to grab attention with a surprising hook or use unique visual elements that are surprising to engage your audience—likewise, photography can be used to present your products in an unusual way, keeping your content fresh and different from the standard.
Consider Your Script
When we think of video, we think visual, but the language you use is just as important. A 15-second video gives you a very short amount of time to convey the key information in your voiceover or subtitles, so think about how you can generate a sense of urgency. The right language can make such a difference—phrases like ‘Get it before it’s gone’ or ‘buy now’ do a lot of the work in encouraging those impulse buys and spur people on to click through to the checkout.
Show People What They’re Missing
Whether it’s a photo uploaded to Instagram or a TikTok video, show your products being used to give potential customers a sense of what they could be experiencing. If you’re selling a pair of shoes, upload videos of different ways to style them to inspire customers who will see that video and want to dress the same. If you’re selling make-up, show it being applied to highlight the texture or finish to viewers. A video that shows someone using your gym equipment in a gym setting, showcasing the benefits, makes an impulse purchase all the more tempting because your customers can envision how that product could fit into their own lives.
The growth of social commerce means your retail business needs to adapt its sales strategy to move beyond the traditional ecommerce approach. Impulse purchases are much more common online, so the easier you can make it for customers to buy, the more likely they are to convert. Whether it’s established shoppers on Facebook or a younger buyer on TikTok, consider how you can use each platform effectively by using compelling videos and photos to create a scenario shoppers can’t ignore.
Toronto Designers Market, soon to be Wilkes & Bowens, at the Holt Renfrew Centre at 50 Bloor Street West in Toronto. Photo: Craig Patterson
Toronto Designers Market, a retail incubator for Canadian designers, is marking its two-year anniversary at the Holt Renfrew Centre in Toronto. Located on the lower level of the shopping centre at 50 Bloor Street West, the store has become a destination for shoppers seeking unique, locally made fashion, accessories, and home decor. As part of its growth strategy, the retailer is undergoing a significant transformation, rebranding as Wilkes & Bowens within the next month.
The move signals an evolution in the retailer’s mission, with plans to expand its offerings by bringing in designers from across Canada while maintaining its commitment to local talent. Owner Karen Ferguson, who has been at the helm since acquiring the business in 2019, discussed the store’s journey, the rebrand, and the vision for the future.
Toronto Designers Market/Wilkes & Bowens owner Karen Ferguson with a Petit Futé award. Photo supplied
A Decade in the Making
Although the Toronto Designers Market has only been at its Bloor-Yorkville location for two years, the brand itself has a much longer history. Originally launched in Toronto’s Parkdale neighborhood in 2015 by Joshua James, the market has undergone several transitions in leadership and location. Ferguson, one of the original designers at the market, took ownership in 2019 and led its relocation in 2023 to the high-traffic Bloor-Yorkville area.
“We’re actually celebrating two birthdays,” Ferguson said. “Toronto Designers Market has been around for 10 years, but it’s been two years since we relocated to Holt Renfrew Centre.”
The shift to a more upscale location came with both opportunities and challenges. “This space is completely different from our previous one in Parkdale. We had to rebuild and introduce ourselves to a new audience, but it has given us access to a more affluent clientele and a prime retail environment,” she added.
Toronto Designers Market, soon to be Wilkes & Bowens, at the Holt Renfrew Centre at 50 Bloor Street West in Toronto. Photo: Craig Patterson
Rebranding to Wilkes & Bowens
Ferguson is preparing for another major change—renaming Toronto Designers Market to Wilkes & Bowens. The name holds deep personal significance for her.
“Wilkes is my mother’s maiden name, and Bowens is my maiden name—both represent my foundation,” Ferguson explained. “I want to build on that foundation and translate it into the business.”
Beyond sentimental value, the rebrand is also a strategic move to support future expansion. “With ‘Toronto Designers Market,’ the name itself is limiting if we want to expand beyond this city. You can’t really have ‘Toronto Designers Market, Vancouver Edition,’” Ferguson noted. “Wilkes & Bowens allows us to create something that isn’t confined to one city, opening the door to future locations across Canada and even internationally.”
Toronto Designers Market, soon to be Wilkes & Bowens, at the Holt Renfrew Centre at 50 Bloor Street West in Toronto. Photo: Craig Patterson
Expanding Canadian Talent
A core component of the rebrand involves bringing in more designers from across the country. “Over the last two years, I’ve been scouting brands in Montreal, Vancouver, and Calgary—there is incredible talent across Canada,” Ferguson said. “We’re expanding our reach so that it’s not just Toronto-based designers but a true reflection of Canadian creativity.”
While Toronto Designers Market has always provided emerging designers with a platform to test their products in a retail setting, the rebrand will emphasize mentorship and industry education. “We don’t just sell their products; we provide them with resources and knowledge on how to scale their business,” Ferguson said. “From understanding wholesale pricing to learning about UPC codes and fulfilling large purchase orders, we help designers prepare for the next step in their retail journey.”
Toronto Designers Market, soon to be Wilkes & Bowens, at the Holt Renfrew Centre at 50 Bloor Street West in Toronto. Photo: Craig Patterson
A Testing Ground for Emerging Brands
Several designers who launched their brands at the market have successfully expanded into their own retail spaces. One example is designer Ross Mayer, a veteran in the industry who used his time at Toronto Designers Market to re-engage with customers before opening his own store.
“Ross has been designing for over 25 years, and he spent the last two years testing the market with us,” Ferguson said. “It helped him understand his customer base in Yorkville and solidify his decision to open his own boutique.”
This process of incubation has been a defining feature of the market. “A lot of stylists and industry professionals tell new designers that they should come to us first,” Ferguson added. “It’s an opportunity to test their brand in a real retail environment before making the leap to their own store.”
Toronto Designers Market, soon to be Wilkes & Bowens, at the Holt Renfrew Centre at 50 Bloor Street West in Toronto. Photo: Craig Patterson
Evolving Consumer Behaviour and Retail Challenges
The past two years have also brought challenges, particularly in the post-pandemic retail landscape. Ferguson has observed shifts in consumer behaviour, with many shoppers still exercising caution in their spending habits.
“Retail is still recovering from the pandemic. While the government says things are back to normal, consumer mentality hasn’t fully shifted,” she explained. “People are more hesitant, cautious with their spending, and quick in their shopping visits.”
In addition to consumer hesitancy, the store has faced security challenges, including two break-ins. “Shrinkage is a reality for any retailer, but the break-ins were a tough blow,” Ferguson admitted. “Thankfully, Yorkville has a strong retail community and dedicated police presence, which helps create a supportive environment.”
Toronto Designers Market, soon to be Wilkes & Bowens, at the Holt Renfrew Centre at 50 Bloor Street West in Toronto. Photo: Craig Patterson
The Future of Wilkes & Bowens
Looking ahead, Ferguson envisions expanding beyond Toronto. “My dream has always been to take this concept to other places—whether that’s another Canadian city, the Caribbean, or even Paris and London,” she said. “We want to create a space where Canadian designers can showcase their work internationally.”
As part of the transition, the store will launch a new marketing campaign to introduce the Wilkes & Bowens name. “We’ll start with social media, our website, and possibly some in-store events and contests,” Ferguson shared.“We want to engage our customers and make them part of this journey.”
Despite the challenges of rebranding, Ferguson remains optimistic. “It’s been a wild journey, but it’s also exciting. We’re not just changing a name; we’re building something bigger—a brand that can grow and represent Canadian designers on a larger stage.”
Moneris has released new data indicating a 15% decrease in reported fraud cases across Canada in 2024 compared to the previous year. While this decline is an encouraging sign, experts caution that businesses must remain vigilant, as unreported fraud and evolving tactics continue to pose significant risks.
Moneris’ latest report suggests that improved fraud prevention measures and heightened awareness have contributed to the overall drop in fraud cases. However, Yale Holder, Vice President of Customer Experience at Moneris, warns that the numbers may not tell the full story.
Yale Holder, Vice President of Customer Experience at Moneris
“Seeing a significant drop in reported fraud cases, down almost 15 per cent, is encouraging but is a result we’re cautiously optimistic about. Often cases go unreported, and actual fraudulent activity is almost always higher than the data indicates,” said Holder.
The company’s findings highlight key fraud trends that businesses need to monitor, ensuring that they remain proactive in mitigating risks.
MOTO Fraud: The Most Prevalent Threat
Mail Order/Telephone Order (MOTO) fraud remains the leading fraud type in Canada, accounting for 62% of all reported cases in 2024. Despite a 12% decrease from 2023, this method continues to be a major concern.
MOTO fraud occurs when fraudsters provide card details over the phone or through mail, bypassing the need for card-present verification. This method is particularly susceptible to chargeback fraud, where a fraudulent transaction is later disputed by the legitimate cardholder.
To combat MOTO fraud, businesses are encouraged to adopt secure online payment gateways like Moneris Checkout, which integrates fraud prevention tools such as 3D Secure 2.0. This technology shifts chargeback liability to the card issuer, reducing financial exposure for merchants.
Rise in Refund Fraud and Terminal Theft
Another alarming trend in 2024 is the increase in fraud cases related to refund abuse. According to Moneris, refund fraud now accounts for nearly 30% of reported fraud cases, representing a 9% year-over-year increase. This category includes refunds processed on stolen devices, employee-led refund fraud, and abuse of return policies.
Refund fraud has become the second most common fraud type in several provinces, including Ontario, Quebec, and Manitoba. Businesses can protect themselves by implementing stricter administrative controls, such as requiring passwords for refund transactions and limiting access to refund approvals.
Meanwhile, terminal theft remains a growing issue, with refunds processed on stolen payment devices increasing by 3% year-over-year. Now accounting for 16% of all reported fraud cases, stolen terminals enable criminals to process unauthorized refunds or transactions.
To mitigate terminal theft, Moneris advises businesses to:
Never leave payment terminals unattended
Conduct regular security checks on devices
Store terminals out of sight when not in use
Ensure transactions take place in view of security systems
Immediately report stolen devices to their payment processor
Regional Fraud Trends
Fraud trends vary by region, with MOTO fraud remaining the top concern nationwide. However, refund fraud on stolen devices ranks as the second most common fraud type in most provinces.
Regional Breakdown:
Ontario (39% of cases): MOTO fraud remains the most common, followed by refund fraud on stolen devices.
Quebec (29% of cases): MOTO fraud leads, with refund fraud on stolen devices as the second most reported.
Alberta (13% of cases): MOTO fraud is the leading fraud type, while account takeover and stolen identity cases have increased.
British Columbia (8% of cases): MOTO fraud is the most common, with an increase in card-present fraud cases.
The Future of Fraud Prevention
Fraud prevention strategies continue to evolve alongside emerging threats. Moneris emphasizes the importance of staying informed about fraud trends and implementing best practices to mitigate risks.
“Fraud is often a crime of opportunity. Ensuring you have applied passwords to your terminals and using administrative restrictions that are limited to only authorized employees can help to significantly reduce your risk of experiencing this fraud type,” said Holder.
Businesses are encouraged to take proactive measures, such as adopting advanced fraud detection tools, conducting employee training, and maintaining strong internal controls. As fraudsters develop new tactics, staying ahead requires ongoing vigilance and a commitment to security.
McArthurGlen Designer Outlets in Vancouver. Image supplied
McArthurGlen Designer Outlet Vancouver Airport continues to strengthen its position as one of Canada’s most successful outlet destinations with the addition of new tenants and plans for a long-anticipated third phase of development. Opened in 2015 as a joint venture between McArthurGlen and Vancouver Airport Authority, the open-air shopping centre has become a go-to destination for both locals and international travelers seeking premium and luxury brands at discounted prices.
Officially known as McArthurGlen Designer Outlet Vancouver Airport, the centre operates as a collaboration between McArthurGlen Group and Vancouver International Airport Authority, making it a unique retail destination with strong connectivity to international visitors.
New Additions to the McArthurGlen Brand Lineup
The retail mix at McArthurGlen Vancouver is evolving with the addition of new brands, including Marc Jacobs, which has opened its third Canadian location—and the only one on the West Coast. The store initially launched with accessories, including its well-known tote bags, wallets, and other leather goods, with ready-to-wear fashion expected to arrive at a later date.
Robert Thurlow, General Manager of McArthurGlen Designer Outlet Vancouver Airport
“We continue to add to our premium and luxury mix, and Marc Jacobs is a fantastic addition,” said Robert Thurlow, General Manager of McArthurGlen Designer Outlet Vancouver Airport. “Their bags are incredibly popular, and we’re excited to have them here.”
In addition to fashion retailers, McArthurGlen is also enhancing its food and beverage options with the upcoming opening of Kinton Ramen. The new ramen shop, set to open in late summer, will add to the diverse dining selection already available at the centre, which includes Mexican, Italian, Chinese, Japanese, American, and Canadian cuisine.
“We’ve seen the growing popularity of ramen in Vancouver, and we’re thrilled to introduce Kinton Ramen to our centre,” said Thurlow. “There are some fantastic ramen spots downtown that consistently have lineups out the door. This addition will give our shoppers another great option.”
Marc Jacobs store at McArthurGlen Designer Outlet Vancouver Airport. Image supplied
McArthurGlen’s Shopper Demographics: A Mix of Locals and Tourists
McArthurGlen Vancouver has long been a favourite among local shoppers and international visitors alike. Thurlow revealed that approximately 70% of the centre’s visitors are locals living within a 90-minute radius, while the remaining 30% are international tourists.
“Our local shoppers are the real bread and butter of our business,” Thurlow said. “But we also see a significant number of international visitors, particularly from markets like the UK, Germany, Mexico, and parts of Southeast Asia. The increase in direct flights to Vancouver, including from Singapore and the Philippines, has helped sustain international foot traffic.”
While visitor numbers from mainland China have not yet returned to pre-pandemic levels, Thurlow noted that other international markets have compensated for the gap.
A model with a Marc Jacobs handbag at the McArthurGlen Designer Outlet Vancouver Airport. Image supplied.
Expansion Plans: A Long-Awaited Phase Three
McArthurGlen’s success has created strong demand for additional retail space, leading to ongoing discussions about a third phase of expansion. The centre, which originally opened in 2015, expanded once already with the completion of its second phase in August 2019.
“We are currently 99% leased and trading, which is an enviable position to be in,” said Thurlow. “However, we don’t have the 5,000 square feet that some brands are looking for, which makes a potential phase three development incredibly important.”
The proposed third phase would be located in the northeast corner of the property. Though an official timeline has not been announced, Thurlow suggested that news could be coming soon.
“I can’t share a date just yet, but I hope to be able to provide more details imminently,” he said. “Given our high occupancy levels and continued demand from brands looking to enter the centre, we see this as a natural next step.”
Image: McArthurGlen Designer Outlet Vancouver
McArthurGlen Vancouver: One of Canada’s Top-Performing Outlet Centres
Since its opening, McArthurGlen Vancouver has consistently ranked among Canada’s best-performing outlet malls. The open-air design, inspired by a European village, has made it a unique retail destination in Metro Vancouver.
“We have gone from strength to strength and are now among the top five centres in Canada in terms of sales per square foot,” Thurlow stated. “One of the keys to our success has been offering aspirational brands at discounted prices, which attracts a broad demographic of shoppers.”
Unlike Toronto Premium Outlets, which features a heavy luxury presence, McArthurGlen Vancouver takes a more balanced approach, incorporating a mix of mid-range and premium brands to appeal to a wider customer base.
“Vancouver is a different market than Toronto,” said Thurlow. “We want to maintain an assortment that appeals to a broader audience while still catering to those looking for premium and luxury brands.”
McArthurGlen Designer Outlet in July 2023. Photo: Lee Rivett.
A Bright Future for McArthurGlen Vancouver
With strong demand from retailers, a solid mix of local and international shoppers, and a third phase of expansion on the horizon, McArthurGlen Vancouver remains one of the most successful retail outlets in Canada.
“I think people love the experience here—not just the shopping but the atmosphere,” said Thurlow. “You can grab a bubble tea, soon a bowl of ramen, and watch flights take off from Vancouver International Airport. It’s a unique and enjoyable setting.”
e.l.f. Cosmeticsrecently hit the ice this 2024/2025 season with EYES.LEAFS.FACE. – a first-of-its-kind beauty sponsorship of the NHL’s Toronto Maple Leafs.
The company is celebrating women in sports – from athletes to fans – by bringing beauty to hockey lovers in a way that only e.l.f. Cosmetics can.
Patrick O’Keefe, Chief Integrated Marketing Officer of e.l.f. Beauty said: “At e.l.f. Cosmetics, we’re all about breaking boundaries and making the best of beauty accessible for every eye, lip, and face. In Canada, we’ve built a strong and growing presence through major retailers like Shoppers Drug Mart and Walmart, as well as our online channels at elfcosmetics.com and amazon.ca. We’re committed to meeting our Canadian community wherever they choose to shop—whether that’s in-store, online, or in the grocery aisle—so everyone can experience our high-quality, innovative products at an extraordinary value.”
O’Keefe said supporting women in sports is core to who the brand is.
“At e.l.f., we challenge the status quo and drive cultural change by showing up in places you might not expect a beauty brand—like Indy 500, the Billie Jean King Cup, the National Women’s Soccer League, the Wonder Women of Wrestling Tournament, and the Professional Women’s Hockey League, where we’re gearing up for year two of our partnership this month,” he said.
“Beyond the arena, we’re a founding partner of iHeartMedia’s new iHeart Women’s Sports Audio Network—the first audio platform dedicated exclusively to women’s sports—amplifying both prominent and emerging female athletes.
“We believe that sports and beauty share a powerful ability to spark passion, self-expression, and fandom, so we’re constantly looking to empower legendary female athletes and fans—on the field, in the rink, and everywhere in between.”
He said Toronto is a vibrant hub for sports culture, and the Toronto Maple Leafs are one of the most iconic hockey franchises in the world.
“With nearly half of Leafs fans identifying as women, the partnership perfectly aligns with our commitment to inclusivity and empowerment. By joining forces with the Leafs, we can create meaningful, tailored experiences for a community that’s often overlooked in pro sports marketing—and that’s exactly what e.l.f. is all about.
“We introduced our EYES.LEAFS.FACE. campaign during the 2024-25 regular season to celebrate the intersection of beauty and hockey. This multi-faceted campaign spans pop-up sampling at select Leafs home games, in-arena advertising that connects our fans to the e.l.f. world, and interactive social media activations that bring Leafs Nation along for the ride.
“Our ultimate goal is to foster creativity, promote inclusivity, and energize the hockey community.”
Genevieve with Power Grip Setting Spray (84759)
O’Keefe said more similar partnerships could be in the works.
“Our commitment to women in sports—from hockey to wrestling to racing—remains steadfast. We’ve been fortunate to collaborate with trailblazers like the Billie Jean King Foundation, and we’re always exploring new ways to amplify the voices and stories of female athletes and fans.
“Canada is a key market for us, so you can definitely look forward to seeing e.l.f. extend our values of inclusivity, positivity and accessibility throughout the sports world here, including continued involvement with the Professional Women’s Hockey League (PWHL) and other groundbreaking opportunities on the horizon.”
Recently, e.l.f. announced a partnership with the National Women’s Soccer League, LLC. as the Official Makeup and Skin Care Partner of the NWSL in the U.S.
Ariel with Power Grip Setting Spray (84759)
“Of the few women who make it to C-Suite, 94% of them played sports. Access to sports provides leadership and life lessons needed later in life. The next generation can only dream bigger and reach higher if they have a firm starting point. Our partnership with the National Women’s Soccer League (NWSL) is that gateway to opportunities,” said Kory Marchisotto, Chief Marketing Officer, e.l.f. Beauty.
“Soccer’s global momentum is unstoppable. In the U.S. specifically, soccer attracts the youngest, most inclusive and diverse fanbase, with 54% under age 45 and 40% fans of color. By breaking barriers and connecting communities with the NWSL, e.l.f. furthers its mission to democratize access for every eye, lip and face. We help level the playing field so everyone wins.”
