As head of Canada’s largest small business association, representing 100,000 independently, Canadian-owned and operated businesses from coast to coast, I’m loving the “Buy Canadian” energy and initiatives popping up across the country in response to ridiculous U.S. tariffs. Nearly four in five Canadians say supporting local Canadian businesses is more crucial now than it was a year ago and 80% are likely to choose Canadian-made products over imported ones, according to a recent survey from Interac.
While the sentiment is exactly right, it’s also leading to some confusion and unintended side effects.
Dan Kelly
Some of the “Buy Canadian” lists making the rounds on social media suggest dropping U.S. brands that are actually produced in Canada or owned by independent Canadian businesses. Examples include independent bottlers of Coke and Pepsi or franchise restaurants like independently-owned McDonald’s or Dairy Queen locations. They, too, provide local jobs, support an incredible number of local initiatives and strengthen our local economies. Many businesses operating under a U.S. banner, like franchise restaurants, are still Canadian owned and should not be caught in the crossfire.
Other lists suggest looking for Canadian-made products when shopping at giant, US-owned retailers like Costco or Walmart. Is buying a Canadian-made box of crackers at Walmart or Costco better than buying an imported box of crackers at your locally owned independent store?
And it is also important to note that many small, independent, Canadian companies are sitting on a ton of inventory imported from the U.S. I spoke to a B.C. retailer of outdoor furniture who said that while he is promoting his made-in-Canada products, he worries about the unsold inventory of U.S.-made goods, including in many categories where there aren’t many Canadian alternatives. Much of this has been pre-paid and a movement to avoid U.S.-made goods indiscriminately can actually harm Canadian-owned businesses instead of helping them.
So does this mean we should all give up on buying Canadian? Absolutely not. CFIB research found that 66 cents of every dollar spent at a local small business or locally owned franchise stays within the community. If you’re shopping at a multinational retailer, only 11 cents are recirculated back into the local economy, and even less – eight cents – if you shop at online giants like Amazon.
As a consumer, the best way to buy and support Canadian is to buy and support local. Focus first on buying from Canadian-owned retailers and restaurants. This includes locally owned franchisees. In those businesses, do seek out the goods that are made in Canada when possible. But let’s not punish Canadian small businesses sitting on U.S. made inventory. Our local businesses provide local jobs. They pay local taxes. Neighbourhood shops and restaurants are critical parts of our communities and, more than ever, they need our support.
To buy Canadian or not to buy: that’s not even a question. The choice is clear. If you want to buy Canadian – buy local.
Doors leading from Queen Street into the Hudson's Bay store in downtown Toronto. Photo: Craig Patterson
As the Hudson’s Bay Company moves through creditor protection proceedings and prepares to announce the winning bids for what remains of its once-sprawling store network, a high-profile entrepreneur is drawing attention for her ambitious vision to breathe new life into the brand. Weihong Liu, a Chinese-born Canadian billionaire investor and founder of Central Walk, has emerged as a frontrunner in the race to acquire part of the iconic retailer. If her bid succeeds, it could usher in one of the most dramatic reinventions of the Canadian department store model in decades.
While a final decision on the bid is expected within days, Liu’s growing presence in Canadian retail circles and cryptic social media posts on the Chinese-language platform RedNote have offered insight into what a new iteration of Hudson’s Bay could look like under her leadership. Though she has not publicly confirmed her full concept, the direction she has hinted at—rooted in experiential retail, omnichannel integration, and Asian-influenced merchandising—has sparked industry speculation and cautious optimism.
Weihong Liu. Image: RedNote screenshot
A Regional Retail Strategy Emerges
Liu is understood to have submitted a bid to acquire approximately 25 Hudson’s Bay stores located across British Columbia, Alberta, and Ontario. These are the three provinces that Liu’s business partner Linda Qin has referenced repeatedly on RedNote and in other communications. The bid likely also includes Hudson’s Bay’s intellectual property, which would give Liu the ability to operate stores under the iconic name and utilize its valuable branding, including the company’s multi-stripe trademark.
This geographic focus signals a departure from Hudson’s Bay’s historical national presence. Under Liu’s vision, there would be no stores operating in Quebec, Manitoba, Saskatchewan, or the Atlantic provinces. Notably, Winnipeg had been home to the company’s flagship location from 1926 until 1974, and Saskatchewan once served as a significant market for the brand. Liu’s apparent decision to forego these regions suggests a streamlined, regionally concentrated strategy that prioritizes retail performance and cultural fit over legacy.
One market that appears to be on Liu’s radar is Ottawa. In a post on RedNote, a user asked whether a Hudson’s Bay store would be opening in the city, to which Liu replied in Chinese, “Here I come.”
Retail expert Carl Boutet noted that while this concentration may appear narrow, it may reflect a pragmatic approach rooted in Liu’s existing property portfolio and her desire to build from familiar ground. “She’s clearly targeting markets where she already has traction, and where she can leverage her real estate holdings and retail relationships,” he said.
Carl Boutet
Central Walk’s Canadian Footprint
Central Walk, Liu’s real estate investment firm, has made major moves in the Canadian market since her arrival in British Columbia following the sale of a major shopping centre in China. The company owns three major shopping centres in the province: Mayfair Shopping Centre in Victoria, Woodgrove Centre in Nanaimo, and Tsawwassen Mills in South Delta. Two of those properties currently have Hudson’s Bay stores, while the third previously housed a Saks OFF 5TH.
Retail Insider confirmed that Woodgrove Centre was recently placed on the market. On March 30, Qin posted on RedNote that the sale was intended to raise funds for renovations anticipated after the acquisition of Hudson’s Bay stores. It’s a move that Boutet called “a clear signal that Liu is all-in” on transforming the chain and willing to liquidate significant assets to fund her retail ambitions.
A Visit to Toronto at a Critical Time
Weihong Lui at Toronto’s Yorkdale Shopping Centre on April 26, 2025. Image: RedNote post screen shot
Liu was in Toronto on April 26, where she visited Hudson’s Bay’s Queen Street flagship as well as Yorkdale Shopping Centre. These visits coincided with the final stages of the bid submission window, which closed on April 30.
According to industry sources, her presence in Toronto may have been tied to finalizing her 10 percent deposit and submission of a formal bid for Hudson’s Bay assets. While no official itinerary was disclosed, her activity in two high-profile properties—both of which house Hudson’s Bay stores—suggests she was assessing key real estate tied to her potential acquisition, and possibly meeting with landlords to discuss the future of the brand in those spaces.
A Vision for “New Retail”
Although Liu has not confirmed her full retail concept, her RedNote posts and past business experience offer clues. She has emphasized themes of “reviving the retail industry,” “making The Bay great again,” and bringing new energy to the Canadian shopping experience. Drawing inspiration from Chinese department stores, Liu may be preparing to launch a format rooted in what Alibaba founder Jack Ma once called “new retail”—a blend of digital and physical commerce with heavy experiential elements.
Boutet believes that Liu’s strategy is not merely about preserving a legacy brand but about reinventing it for a new generation. “If she executes even a portion of what she’s talked about, it could mark a transformative moment for department store retail in Canada,” he said. Liu confirmed on RedNote that targeting younger shoppers was a strategy for the new Hudson’s Bay.
SKP Department store in Beijing, China. The massive store is full of luxury brands and boasts sales exceeding USD $3 billion across two buildings. In comparison, Hudson’s Bay reported sales of just over CAD $1 billion in 2024 for its 80+ locations in Canada.
Chinese department stores are known for integrating supermarkets, food halls, beauty salons, and specialty services into their spaces. They also serve as omnichannel hubs where customers can shop online and pick up or return merchandise in-store, often leveraging platforms like WeChat, JD.com, or Alibaba’s Tmall. Liu could bring similar innovations to Canadian shores.
“We’re talking about everything from livestream shopping and AR try-on stations to gamified loyalty programs and in-store personalization based on behavioural data,” said Boutet. “It’s very sophisticated and very scalable—if executed correctly.”
An image from a video used by Ms. Liu on RedNote to explain the experiential elements of her vision for the new Hudson’s Bay. Image: RedNote screen shot.
Inventory, Liquidation, and Transitional Strategy
Liu’s immediate post-acquisition strategy will begin with a liquidation phase, though there is some question about how much inventory remains to be sold. According to court documents, Hudson’s Bay has already moved approximately 90 percent of its merchandise out of distribution centres. Still, Liu has signalled on RedNote that a liquidation campaign would be her first public move.
Weihong Liu tours a Hudson’s Bay store. Image: RedNote
“She could run a handful of stores over the summer purely as liquidation outlets,” Boutet speculated. “That buys her some time—time to develop a new retail concept, to negotiate with landlords, and to get fixtures and inventory in place.”
On RedNote, Liu explained that brands looking to operate within Hudson’s Bay stores would have two options: pay a base rent per square foot or contribute 20 percent of their sales revenue. This concession-based model, widely used in Asian department stores, reduces upfront risk for emerging brands while allowing the retailer to earn income tied directly to performance. Liu framed it as a flexible way to attract a wide range of vendors, particularly as she seeks to populate stores with a mix of brands that may be new to the Canadian market.
Sourcing Talent and Building Teams
Liu has already begun the process of recruiting employees for the planned stores. In a recent video on RedNote, she introduced several newly hired female employees, all Mandarin-speaking, while business partner Linda Qin stated that investor recruitment was also underway. Liu has specifically requested bilingual staff fluent in Mandarin and English.
Weihong Liu introduces new hires for Hudson’s Bay on RedNote. Image: RedNote screen shot
This staffing approach may also signal a cultural shift in store operations, with Liu possibly reimagining both the customer service and back-of-house environments. “She may choose to bolt on some existing staff to hit the ground running, but if she’s thinking of building something new, she’ll need a team that aligns with that vision,” Boutet said.
Liu has also begun assembling a network of advisors and potential business collaborators. She recently brought in Xie Xiaoqiang, a well-known retail consultant from China, who stated in Mandarin that he believes a Hudson’s Bay chain in Canada could succeed given its prime real estate holdings and Liu’s vision. In another notable meeting, Liu hosted Zhang Huarong, President of Shanghai-based Yueronghui Group, at Tsawwassen Mills. According to Liu’s posts on RedNote, the two were engaged in discussions about the future of Hudson’s Bay and its potential transformation under new ownership.
Flagships and Real Estate Complexity
A critical challenge facing Liu will be access to premium real estate. While her bid may include some flagship locations—such as downtown Vancouver or Calgary—those properties come with major costs and logistical challenges. The Queen Street flagship, for example, has known plumbing and infrastructure issues that could require tens of millions of dollars in investment to resolve.
Moreover, Cadillac Fairview owns the Queen Street building and holds a lease-backed mortgage on the property. Any new deal would likely require long-term lease commitments and substantial guarantees.
“Landlords are going to want to see a solid business plan and financial backing,” Boutet said. “It’s not just about rent—it’s about credibility and commitment.”
Rendering of a tech-focused area in a Hudson’s Bay store. Image: Ashwin Raman
Drawing from Asia’s Retail Innovations
Liu’s influence extends across real estate and retail strategy. Central Walk has recently introduced experiential elements into its Canadian centres, including robot-operated kiosks and pickleball courts. Her vision for Hudson’s Bay could follow a similar playbook, combining dining, entertainment, and specialty retail under one roof.
A first-in-Canada robotic coffee machine at Mayfair Centre in Victoria. It’s an example of innovations she is bringing to her Canadian real estate. Image via Weihong Lui’s RedNote
In China, department stores are known for their dynamic central courts, which often serve as stages for cultural performances, product launches, and brand activations. Boutet suggested Liu may bring a similar level of energy and programming to her Canadian stores. “These stores can become gathering places again—not just places to buy things,” he said.
The Role of the IP and Brand Legacy
One lingering question is how much Liu values the Hudson’s Bay brand name itself. On RedNote, a user suggested she acquire the intellectual property to protect the company’s heritage. Liu responded simply: “Learned.” Liu has noted the importance of the Hudson’s Bay name, and would likely maintain that under her ownership.
Boutet cautioned, however, that name recognition alone may not be enough to ensure success. “The brand has legacy, yes, but if what people see when they walk in doesn’t match their memories or expectations, it loses meaning,” he said. “Zellers is a good example of that. The name resonated, but the execution fell flat.”
What Comes Next?
The court-appointed monitor overseeing Hudson’s Bay’s creditor protection proceedings is expected to announce the successful bidders imminently. If Liu’s offer is accepted, Canadians will be watching closely to see whether her version of Hudson’s Bay becomes a revitalized cultural hub—or another case of unrealized promise.
“She’s either about to launch the most exciting department store project in North America—or walk into a minefield of legacy issues,” Boutet said. “It’s a high-stakes gamble, but if anyone can pull off something this bold, it might be someone like Weihong Liu.”
According to Altus Group’s Investment Trends Survey Q1 2025 results, food-anchored retail strips topped the list of the most sought-after property types, continuing a trend established in 2024.
“This enduring appeal reflects the ongoing emphasis of Canadian consumers on essential goods and services, making tenants in these centres, such as grocery stores and general merchandise retailers, relatively resilient to economic fluctuations,” said the report.
According to the Product/Market barometer, the top three preferred combinations were:
Food-anchored retail strip in Vancouver
Food-anchored retail strip in Calgary
Food-anchored retail strip in Montreal
The Altus Valuation Analysis report said: “The food-anchored retail strip remains the preferred investment by a wide margin. Investors like the stability in foot traffic and sales. The obstacle to investment is the limited inventory of those assets for sale. Owners are choosing to hold onto those assets because they are performing well. First quarter retail sales across all types of retail assets reached $1.37 billion, which was well ahead of office but trailed sales volume in both industrial at $1.85 billion and multifamily residential at $1.60 billion.”
Those concerns are another reason driving demand for more resilient food-anchored retail.
Santilli said retail has outperformed the other asset classes. There’s very positive sentiment around retail investment going forward, particularly food-anchored retail.
“We haven’t had a regional mall built in a number of years. There are other issues we can talk about with regional malls, but construction costs have limited development to mostly food-anchored retail,” she said. “Land availability and cost to build are key factors—so the inventory is right-sized for the demand in that space. That’s why that asset class is performing better than enclosed retail spaces. The food anchor remains the draw. Service-based tenants in those centres benefit from that.
Alice Dale
“So, if you’re a pharmacy or a tenant adjacent to a grocery anchor, you’ll benefit from that traffic. And that really amplified following the pandemic. People prefer to shop that way for necessities.”
Consumers are challenged these days with the cost of living and rising prices.
Dale said the impact depends on the type of retailer and the composition of the tenant mix within shopping centres.
“Needs or necessity-based tenants are still going to attract people. You might see a shift away from more discretionary spending—luxury categories—back to necessity-based categories,” she added.
“Not just luxury, but also entertainment and food. Those tenants could be strained going forward because their input costs are expected to rise as well. So, low consumer confidence leads to reduced discretionary spending. Food and hospitality—like restaurants—are sectors to watch. People will return to needs-based shopping.”
Santilli said secondary retail in secondary markets is the most challenged from an investment perspective. It’s most impacted by big-box departures—like the recent news in the retail landscape.
“Urban retail, where there’s foot traffic, is performing strongest,” he said.
‘Looking ahead at economic forecasts, Alberta will likely still outperform, despite the energy sector being impacted by tariffs. Ontario’s economic growth projections are fairly muted, so it’s on the watch list. Slow growth isn’t good for any asset class,” added Dale. “Vancouver continues to be a very sought-after investment market. Supply is fairly right-sized, and there’s a lot of foreign interest in that market. Underlying land values are also very high.”
Santilli said Alberta, particularly Calgary, is showing the strongest economic performance in Canada right now. A lot of that has to do with interprovincial migration. The population there is growing, and incomes are higher—so people can spend more. That’s positive for retail.”
Key overall highlights from the Altus report:
Across the four main property types, valuation movement was relatively muted with retail outperforming other sectors, up 4.08% compared to a year ago, followed by residential at 1.13%
Industrial values were largely flat on a 12-month basis, moving up 0.40%
Office valuations have shown signs of stabilizing over the past year with Q1 values that dipped a slight 0.48% over the prior quarter and -4.02% on a year-over-year basis
The outcome of trade policy could set the direction of valuations for certain property sectors and create more bifurcation in the market between stronger and weaker assets
Overall, investment sales volume has slowed this year, dropping from $8.5 billion in Q1 2025 compared to $10.2 billion in Q1 2024 and $12.3 billion in Q1 2023
“Will tariffs and the US versus Canada trade war change the trajectory of commercial real estate and multifamily valuations? Although overall fundamentals remain relatively stable, uncertainty is clouding the near-term outlook for valuations across property sectors,” said the report.
“Altus Group’s latest valuation data shows that Canadian commercial and multifamily values stayed the course in the first quarter. Across the four main property types, valuation movement was relatively muted with retail outperforming other sectors, up 4.08% compared to a year ago, followed by residential at 1.13%. Industrial values were largely flat on a 12-month basis, moving up 0.40% and office was the only sector that saw a year-over-year decline of 4.02%.
“The broader trendline shows less volatility and more stability in values over the past five consecutive quarters. Even office, although still choppy, is experiencing more modest valuation moves compared to the bigger declines that occurred in 2022 and 2023.”
A new chart from the Agri-Food Analytics Lab at Dalhousie University, based on the Canadian Food Sentiment Index, offers a nuanced look at the evolution of Canadian dietary habits. While some observers may see a decline in omnivorous eating as a sign that Canada is becoming a plant-based nation, the data suggests a more fragmented and pragmatic shift in consumer behaviour.
Between Fall 2024 and Spring 2025, the share of Canadians identifying as omnivores—those with no dietary restrictions—dropped from 67.6% to 60.8%. At first glance, this appears to signal a major dietary shift. However, the decline is not being absorbed by vegetarians or vegans. In fact, the proportion of self-identified vegetarians fell from 7.7% to 5.9%, and vegans increased only marginally, from 2.6% to 3.0%.
Instead, the growth is coming from flexitarian and “Other” dietary categories. Flexitarians—those who prioritize plant-based foods but still consume meat and fish—rose from 4.6% to 5.5%. The “Other” category, which now represents 11.4% of consumers (up from 9.1%), reflects a growing number of Canadians customizing their diets in ways that defy traditional labels.
Consumer Choices Reflect Flexibility, Not Ideology
This points to a key insight: the future of protein in Canada is not a zero-sum game. It is not about ideological purity or wholesale dietary conversions. It is about diversification, flexibility, and adaptation. Consumers are experimenting, not committing—shifting based on cost, availability, and cultural context.
That nuance was lost on early disruptors like Beyond Meat, which entered the market with a mission to replace meat altogether. Five years ago, its stock was trading near $200 USD. Today, it trades below $3 USD, following multiple rounds of restructuring. The message was simply misaligned with market realities.
Government policy hasn’t helped. Ottawa’s “protein play” has been, at times, disconnected from consumer preferences. A high-profile example is Aspire Food Group’s cricket-processing facility in London, Ontario. Once promoted as the world’s largest insect protein facility, the project is now in receivership, facing a $42 million bankruptcy. While the environmental rationale behind insect protein is valid—especially for animal feed—the consumer market in North America has not kept pace with the vision.
Insects may be traditional protein sources in parts of the world, but not in Canada. Food is deeply cultural, and transitions take time. Imposing unfamiliar protein formats onto a reluctant consumer base often backfires, especially when framed as moral imperatives rather than consumer choices.
Blended Products Show Promise for Broader Appeal
So where does alternative protein innovation go from here? Toward the middle. The winning formula lies in hybrid, blended products that reduce animal protein content without alienating mainstream eaters. The real gatekeepers remain price and taste. Sustainability may generate interest, but repeat purchases depend on value and flavor.
The alternative protein sector still holds potential in Canada—but only for those who align with consumer sentiment, not against it. The Canadian Food Sentiment Index underscores this reality: today’s dietary decisions are not about revolutions. They are quiet negotiations, made one plate at a time.
Upper Canada Mall in Newmarket, ON. Photo: Oxford Properties
A new consumer study conducted by AnotherStory Consulting Inc. in April 2025 reveals that while price and value remain top priorities for Canadian consumers shopping in physical stores, hidden factors such as newness, inspiration, and helpful service may offer a path to differentiation for retailers struggling to stand out in a highly competitive marketplace.
The study, which surveyed more than 1,000 English-speaking Canadians in March 2025, focused exclusively on discretionary categories, including fashion apparel, housewares, home furnishings, toys and books, and pet-related items. Sandra Duff, Principal at AnotherStory, led the project, which was prompted in part by growing commentary suggesting that the brick-and-mortar retail experience had lost relevance in a digital-first world.
Sandra Duff
Shoppers Still Favour In-Store Retail, Despite Ongoing Digital Disruption
“What was really interesting to me was that so many headlines over the last few years were proclaiming the death of the mall or the death of in-store shopping,” said Duff in an interview. “Some reports even claimed that online had ruined the physical store experience. I wanted to understand what consumers were actually looking for when they visit a store. What makes it meaningful? What sticks?”
Duff said the study sought to go beyond speculation and provide empirical data about what motivates Canadians to shop in person. Respondents were asked to self-identify as a certain type of shopper and share what drove their behaviour in-store. The findings confirmed long-standing assumptions while also challenging some widely held beliefs.
Price and Quality Remain Top Priorities for Canadian Retail Consumers
“Canadians are still very price-driven,” said Duff. “Low price came out on top in every category, which wasn’t surprising. Quality came in close behind. What was really telling, though, is that shopping being ‘fun and inspirational’ ranked second to last, and service came in dead last.”
That revelation raised further questions about Canadian consumer expectations, according to Duff. “It made me wonder whether shoppers here just have very low expectations of the retail experience,” she said. “Or maybe they’ve become used to the idea that service and experience are luxuries, not norms.”
Duff added that economic conditions have only intensified the focus on price, citing inflation, housing affordability, slower job growth, and stagnant wages as key factors. “People’s budgets are stretched. This isn’t just about being a bargain hunter—it’s about survival and practicality,” she explained.
Discounters and Big Box Retailers Dominate the Canadian Shopping Landscape
The study also captured where consumers are shopping and which formats are performing best. In the apparel category, 53 percent of respondents had visited discounters and big-box retailers such as Walmart, Old Navy, Winners, and Costco. Specialty and mall-based retailers attracted 31 percent, while only 4 percent of apparel shoppers said they had visited a department store such as Hudson’s Bay. That drop in department store traffic raises questions about the relevance of the traditional retail model, especially in the wake of high-profile closures and restructurings across the country.
Duff, who previously consulted for JCPenney in the U.S., said the decline of department stores like Hudson’s Bay is linked to multiple breakdowns—ranging from poor service and lack of inventory to uninspired product presentation.
Hudson’s Bay wing at Upper Canada Mall in Newmarket, ON. Image: Oxford Properties
Department Stores Lose Relevance Amid Changing Shopper Expectations
“The department store used to be a curated one-stop shop. You could find fashion, home goods, and even appliances all under one roof, with a level of service that made the experience worthwhile,” she said. “But over time, assortment quality diminished, staff became harder to find, and stores began to feel dated and empty.”
By contrast, discounters such as Winners and Homesense are gaining market share and consumer loyalty by offering what Duff calls “the treasure hunt effect.” These stores combine perceived value with rapid product turnover and constantly refreshed displays.
“There’s a sense of excitement walking into a Winners or Homesense,” she said. “They do a great job of curating by colour or theme, and there’s always something new. That freshness drives repeat visits, even without high service expectations.”
Retail Technology Needs to Be Useful, Not Just Trendy
The study also explored consumer attitudes toward technology in-store, a subject of growing interest among retailers seeking to modernize operations and engage younger demographics. Duff noted that over half of shoppers believe technology can improve the in-store experience, particularly when it serves practical purposes such as confirming prices, locating products, or integrating with loyalty programs. However, more advanced or experimental tech—such as virtual try-ons or off-site customer service chat—received less enthusiasm.
“The message here is that innovation has to be useful, not just shiny,” said Duff. “Retailers talk about creating the ‘store of the future,’ but customers are asking for simple solutions that help them find what they need more efficiently. Practicality beats flash.”
Retail technology. Image: Alice POS
Quadrant Analysis Reveals What Really Drives Retail Customer Loyalty
One of the most insightful takeaways from the study lies in its distinction between what shoppers say they want versus what actually drives their satisfaction. The research mapped customer attitudes into quadrants—“table stakes,” “key drivers,” and “hidden drivers.” While price, quality, and availability were expectedly strong as table stakes and key drivers, it was the hidden drivers that may hold the key to retail transformation.
“Hidden drivers are those things consumers might not say they care about—but they still influence whether someone has a good experience and returns,” Duff explained. “In apparel, for example, shoppers might claim price and quality matter most, but it turns out they also feel more satisfied when they encounter new collections, helpful staff, or inspiring displays.”
Freshness, Staff Support, and Store Ambience Make a Difference
In that sense, Duff sees an opportunity for retailers to push beyond the basics. “If you’re only competing on price, you’re not offering a compelling reason for consumers to switch from their current routine,” she said. “Newness and inspiration can be the differentiators.”
The study’s quadrant analysis revealed similar insights across other product categories. In housewares and home furnishings, the best-performing retailers are combining perceived value with enjoyable store layouts. In toys and books, freshness in inventory and availability of the latest products contribute more to satisfaction than expected.
“There’s a clear pattern,” said Duff. “Whether shoppers are buying a new outfit, a throw pillow, or a board game, they’re drawn to something that feels current. It’s about staying relevant and offering a reason to walk through the door.”
Resale retail is also a trend. “It actually showed up in the study in the toys, books, and games category, which I didn’t expect. I had assumed resale was still relatively niche, but its appearance in the data suggests it may be entering the mainstream more than we think.”
Image: Mark’s
Canadian Tire and Mark’s Emerge as Unexpected Retail Competitors
Duff also commented on emerging trends around legacy banners like Canadian Tire and Mark’s. Both appeared more frequently in shopper data than expected, especially in apparel and home.
“Canadian Tire and Mark’s are doing something very interesting,” she said. “They’ve built credibility on value and quality, and they maintain a good balance in price perception. They’re not seen as overly expensive, but they also carry trusted brands. I wonder if they could start playing the role that department stores used to fill.”
That kind of evolution, she added, would depend on their ability to combine broad product offerings with strong in-stock positions, appealing presentation, and dependable value. “What they lack in glamour, they make up for in trust,” said Duff. “For many Canadians, that might be enough.”
Retailers Must Differentiate in a Market Where ‘Good Enough’ Is the Norm
Looking ahead, Duff said retailers need to think deeply about how they’ll differentiate in a market where, paradoxically, most shoppers already feel satisfied.
“If everyone’s giving you an eight out of ten, who’s going to push to a ten?” she asked. “There’s an opportunity for someone to rise above the rest by delivering more than what’s expected. You need to check the price and quality boxes, of course—but then layer in inspiration, service, and something fresh.”
In an era where Amazon has reset price expectations and consumers are trained to hunt for value, Canadian retailers are facing a narrowing window to reassert the value of physical retail. As Duff puts it, “Customers will always tell you they want the lowest price. But if that’s all you’re giving them, you won’t win long term.”
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 several days.
Montreal-based retail pioneer Herschel Segal, known for founding iconic brands Le Château and DAVIDsTEA, has passed away. The specialty tea company announced Segal’s passing in a news release on Saturday, confirming he died on May 6, 2025, in Montreal.
Segal’s influence in Canadian retail spanned more than six decades, helping define both fashion and specialty beverage landscapes. A statement from DAVIDsTEA described him as a visionary who “brought vision, determination, and a strong belief in customer connection to every venture he led.”
Founder of Two Iconic Retail Brands
Segal first made his mark in the late 1950s with the founding of Le Château. Opening his first boutique in 1959 on Montreal’s bustling St. Catherine Street, he introduced Canadian consumers to European fashion trends, at a time when much of the country’s clothing was domestic and conservative. The brand quickly gained traction, becoming synonymous with youth style throughout the 1960s and 1970s.
Le Château achieved cultural relevance during the era, outfitting celebrities including John Lennon and Yoko Ono with custom velour jumpsuits during their 1969 “bed-in” for peace in Montreal. The company went public in 1983 and reached over 160 locations by the early 1990s, occupying a prominent place in major shopping malls across Canada.
But by the 2010s, the retailer struggled amid growing competition from international fast-fashion giants like H&M and Zara. Le Château filed for creditor protection in 2020, closing all of its stores. The brand has since been relaunched online by Suzy’s Inc., but Segal had long since stepped away from day-to-day operations.
Herschel Segal with Andy Warhol, left
Reimagining Tea Retail in Canada
In 2008, Segal turned his focus to another industry altogether, co-founding DAVIDsTEA with the goal of transforming the way North Americans interacted with tea. By offering an extensive selection of loose-leaf blends, vibrant store designs, and a youthful brand identity, the company attracted a new generation of tea drinkers.
His daughter, Sarah Segal, currently serves as Chief Executive Officer and Chief Brand Officer of DAVIDsTEA, while his wife, Jane Silverstone Segal, is Chair of the Board. Herschel Segal himself retired from the board in 2021 but remained the company’s largest shareholder through his private investment firm, Rainy Day Investments Ltd.
“Herschel’s legacy lives on through DAVIDsTEA and I am committed to continuing his vision,” said Jane Silverstone Segal in the company’s statement.
First Le Château store, 1959. Photo courtesy of Le Château
Enduring Influence at DAVIDsTEA
Today, DAVIDsTEA operates 20 company-owned retail locations across Canada and distributes its products through more than 4,000 grocery and pharmacy retailers, over 1,500 convenience stores in Canada, and more than 900 grocery outlets in the United States. Its online and Amazon Marketplace presence also continues to expand.
“Herschel Segal was a pioneering Canadian entrepreneur whose career shaped two iconic retail brands,” the company said. “At DAVIDsTEA, he championed accessibility, innovation, and a sense of community — principles that continue to define the Company today.”
Rainy Day Investments remains the largest shareholder in DAVIDsTEA and has indicated its intention to maintain long-term support for the company.
A Life Rooted in Montreal, With a National Impact
Advertisement, 1970. Photo courtesy of Le Château
Born and raised in Montreal, Segal earned a Bachelor of Arts in Economics and Political Science from McGill University. Inspired by studies at The New School in New York City, Segal developed a deep appreciation for contemporary style and design — ideas he brought back to Canada and used to build two enduring brands.
He was married to Jane Silverstone Segal for 42 years and was a father to several children, including Sarah Segal. Known for his commitment to inclusivity and his support for the LGBTQ+ community, Segal was widely respected as a leader who prioritized community alongside commerce.
A Champion of Innovation and Customer Connection
The news of Segal’s passing has prompted tributes across the Canadian retail industry, recognizing a man whose ideas reshaped how Canadians shop.
“Herschel Segal brought vision, determination, and a strong belief in customer connection to every venture he led,” said the statement issued by DAVIDsTEA. “His entrepreneurial legacy lives on through the businesses he built and the many people he inspired.”
As the Canadian retail landscape continues to evolve, Segal’s pioneering spirit and fearless approach to innovation remain etched into the country’s commercial fabric. From introducing bell-bottom pants and velvet jackets to mall-goers in the 1960s to bringing brightly flavoured teas to a new generation of consumers, Segal left an indelible mark that transcends trends.
Former Hudson's Bay store at CF Polo Park in Winnipeg. Photo: Cadillac Fairview
A May 9 court filing reveals that 17 bids have been submitted for the Hudson’s Bay Company and its assets, as the historic Canadian retailer undergoes a sweeping sales process while liquidating all of its stores across the country. The bids were received following a broad outreach campaign by Alvarez & Marsal Canada Inc., the court-appointed monitor overseeing the retailer’s restructuring under the Companies’ Creditors Arrangement Act (CCAA).
The latest report, filed with the Ontario Superior Court of Justice, confirms that the 355-year-old company’s attempt to find new ownership — or owners — is moving into a critical evaluation stage. The court-supervised process, known as a Sale and Investment Solicitation Process (SISP), is designed to maximize value from both the Hudson’s Bay brand and its physical retail footprint.
17 Bids Filed Following Extensive Outreach
Alvarez & Marsal reported that it contacted 407 potentially interested parties about acquiring the company or its assets. Of those, 54 signed non-disclosure agreements to access the retailer’s financial and operational data in a secure data room. Ultimately, 17 entities submitted formal bids before the April 30 deadline.
While the names of most bidders remain confidential, two have gone public: Vancouver-area mall owner Weihong Liu of Central Walk, who has proposed operating up to 25 Hudson’s Bay stores, and Toronto-based Urbana Corp., which is pursuing the retailer’s intellectual property portfolio. Sources have also confirmed that Canadian Tire has submitted a bid focused on select brand assets, though the company has publicly stated it is not seeking to acquire the entire business.
The bids vary in scope and intent. Some suitors are interested in operating stores or retaining parts of the business as a going concern. Others are focused strictly on acquiring Hudson’s Bay’s intellectual property, which includes well-known brands like the iconic Stripes motif, the discount chain Zellers, home goods label Distinctly Home, GlucksteinHome, and Hudson North apparel.
Empty men’s fragrance area on the fifth floor of Hudson’s Bay Queen Street in downtown Toronto, May 7, 2025. Photo: Craig Patterson
Lease Monetization Process Narrows
In a parallel process, the retailer and its advisors are also working to monetize real estate value by marketing 96 leases: 80 held by Hudson’s Bay, 13 Saks OFF 5TH and three Saks Fifth Avenue banners.
As of the May 1 bid deadline, 12 parties had submitted binding bids on a total of 39 leases, down from the 18 interested parties and 65 leases initially noted in the earlier round. Some of the remaining 62 leases attracted no bids, and four Saks OFF 5TH properties have already been disclaimed and returned to landlords.
Overlapping interest in certain properties means that some leases may still proceed to auction if multiple bidders are competing for the same locations. Oberfeld Snowcap Inc. has been retained as the broker leading the lease monetization process.
No Insider Bids Received
The monitor confirmed that no insider bids were received under either the asset sale or lease monetization processes. This effectively rules out former or existing Hudson’s Bay executives or controlling shareholders from reacquiring the business under the current CCAA framework.
Insiders had previously been required to submit declarations and follow a specific Insider Protocol, but the absence of such bids has rendered those guidelines moot.
Full Store Liquidation Underway
As the sale and lease monetization efforts proceed, Hudson’s Bay is liquidating all of its stores. The process began on March 24, 2025, and is expected to continue until June 1, 2025, followed by a short retrieval period for furniture, fixtures, and equipment (FF&E) buyers.
The monitor noted that 90% of the distribution centre inventory has already been delivered to stores, with the remainder (excluding some large furniture items) expected to arrive by May 16.
Originally, six stores were excluded from the liquidation in hopes of attracting a going concern bid, but those stores — including downtown Toronto, Yorkdale, Hillcrest, downtown Montreal, Pointe-Claire and Laval — were later added to the liquidation process due to lack of viable interest.
Empty men’s accessory area on the fifth floor of Hudson’s Bay Queen Street in downtown Toronto, May 7, 2025. Photo: Craig Patterson
Saks OFF 5TH Closures Continue
Thirteen Saks OFF 5TH stores across Canada were also included in the liquidation plan. As of late April, nine had closed. The remaining four are expected to close by June 1, 2025. The leases for locations in Park Royal (BC), Place Ste-Foy (QC), Outlet Collection at Niagara (ON), and Queensway (Toronto) have already been disclaimed.
Saks OFF 5TH opened 18 stores in Canada between 2016 and 2018 and failed to take off, with some stores selling less than $100 per square foot.
$165 Million in Debt Repayment Sought
As part of its May 14 court appearance, Hudson’s Bay is expected to request an extension of creditor protection through July 31, 2025, and seek court approval to repay up to $165 million to senior lenders.
This includes approximately $24.6 million to Bank of America under its revolving credit facility and $40.9 million to the FILO Agent (Restore Capital), excluding a disputed $28 million “make-whole” provision. The company’s cash position as of May 2 was $194 million, well above the forecasted $123.7 million, allowing for these repayments.
The monitor supports the debt repayments, noting that reducing interest expenses will benefit stakeholders and that security reviews have validated the lenders’ claims.
Empty section of ‘The Room’ on the third floor of Hudson’s Bay Queen Street in downtown Toronto, May 7, 2025. Photo: Craig Patterson
Art and Artifact Auction in Planning Phase
The report also outlines ongoing efforts to prepare for the sale of Hudson’s Bay’s 4,400-piece art and artifact collection, which includes paintings, archival maps, historical documents, and the company’s original Royal Charter from 1670.
The court has already approved separating the art sale from the general asset process, with Heffel Gallery Limited selected to lead the auction. However, no sale procedures will proceed without additional court approval.
The monitor notes that many items of historical significance were donated to the Archives of Manitoba in 1993, and thus are not part of the auction. Nonetheless, consultation is underway with Indigenous groups, museums, and government bodies. Access to the full digital catalogue is available upon signing a non-disclosure agreement.
The auction has attracted particular scrutiny from heritage and Indigenous organizations concerned that culturally significant items may fall into private hands.
Monitor Endorses Next Steps
The Monitor, Alvarez & Marsal, concludes its third report by recommending that the Court approve all proposed steps, including:
Extension of the CCAA stay to July 31
Distributions to senior secured lenders
Continued management of the liquidation, lease sales, and SISP
It also confirms the retailer will continue working closely with newly appointed employee representative counsel (Ursel Phillips Fellows Hopkinson LLP) to address worker-related claims, benefits, and entitlements.
As Hudson’s Bay moves closer to the final stages of its CCAA proceedings, the future of one of Canada’s most iconic retail brands may soon rest in the hands of multiple new owners — with its remaining stores expected to shutter in just a few weeks’ time.
Are you worried about power outages disrupting your retail sales floor? Unreliable electricity can halt operations, frustrate customers, and hurt your bottom line. Let’s tackle this issue head-on with a practical checklist.
Ensuring consistent power is critical for protecting your business. From backup generators to surge protection, implementing the right solutions prevents costly downtime. Start safeguarding your store today with proven strategies.
For expert help, visit www.thelocalelectrician.com.au for top-tier electrical services in Greater Western Sydney. Their Level 2 electricians can secure your power reliability, keeping your sales floor operational.
Opening Security Protocols
Hey, let’s kick things off by securing your retail space. Strong IT systems are the backbone of protecting sales floors and driving growth daily.
Digital Fortification
Start by ensuring your IT infrastructure is a fortress. Partner with experts to safeguard against cyber threats and keep operations running smoothly.
Customer Trust Building
Secure systems aren’t just protection; they build trust. When customers feel safe, they’re more likely to shop with confidence and return often.
Cyber Threat Awareness
Stay ahead of evolving threats by updating security protocols. A proactive stance prevents breaches that could disrupt your sales floor and reputation.
Scalability Focus
Think about growth when setting up IT systems. Scalable solutions handle increased traffic, ensuring your sales floor thrives during peak times.
Closing Registers Securely
Alright, closing up shop means securing those registers. A tight process at day’s end protects your revenue and keeps everything in order.
Make it a habit to double-check cash drawers before locking up. Limiting cash on-site with frequent drops reduces risks of theft overnight.
Implement Drop Safes: Use time-delayed safes to store cash securely, minimizing exposure during closing hours and deterring potential theft.
Train Staff Thoroughly: Ensure your team knows proper cash handling to avoid errors that could lead to losses at closing.
Check Register Logs: Review transaction logs for discrepancies before shutting down to catch issues early and maintain accuracy.
Lastly, always secure register areas with locks or alarms. This simple step adds a layer of defense to your sales floor after hours.
Daily Inventory Management
Keeping tabs on inventory daily is crucial for retail success. Stay on top of stock levels to prevent disruptions on your sales floor.
Stock Tracking Systems
Invest in reliable software to monitor inventory in real-time. This helps avoid stockouts that frustrate customers and hurt your bottom line.
Regular Audits
Set a schedule for physical counts to match digital records. Regular checks catch errors early, keeping your sales floor fully stocked.
Reorder Alerts
Use automated alerts for low stock levels. Quick reordering ensures popular items are always available, maintaining smooth sales operations daily.
Loss Prevention
Track discrepancies to spot theft or errors. Addressing shrinkage promptly protects profits and keeps your sales floor running without hiccups.
Visual Merchandising Setup
Let’s talk about making your store visually pop. A stellar merchandising setup grabs attention and drives sales right on the floor.
First impressions matter, so keep displays fresh and engaging. A well-organized store invites customers in and encourages them to browse longer.
Create Focal Points: Highlight key products at eye level to draw focus and boost interest in new or high-margin items.
Use Color Strategically: Choose colors that evoke emotions, like red for urgency, to influence buying behavior on your floor.
Maximize Space: Space out luxury items for exclusivity or pack shelves for sales to communicate value without cluttering displays.
Keep tweaking your setup based on customer feedback. A dynamic visual strategy ensures your sales floor stays relevant and enticing always.
Store Cleanliness Standards
Hey, a clean store isn’t just nice—it’s essential. High cleanliness standards create a welcoming vibe that keeps customers coming back.
Daily Cleaning Routines
Establish a checklist for daily tasks like sweeping and sanitizing. Consistency in cleaning prevents buildup and maintains a professional look always.
High-Touch Area Focus
Pay extra attention to areas like counters and door handles. Regular disinfection here reduces health risks and boosts customer confidence significantly.
Staff Training on Hygiene
Train your team on proper cleaning protocols. A knowledgeable staff ensures standards are met, protecting your sales floor’s reputation daily.
Customer Perception Impact
Remember, a spotless store signals care and quality. This perception directly influences buying decisions, making cleanliness a sales driver too.
POS System Readiness
Having a reliable POS system is non-negotiable for retail. Ensure it’s ready to handle transactions smoothly and keep sales flowing effortlessly.
Modern POS systems do more than process payments—they manage inventory and customer data. Check out insights on choosing the right one at Stax Payments.
Regular Software Updates: Keep your POS updated to avoid glitches and ensure compatibility with the latest payment methods for seamless checkouts.
Staff Training Sessions: Train employees to use the system efficiently, reducing errors and speeding up transactions during busy sales periods.
Hardware Functionality Checks: Test card readers and printers daily to prevent delays that could frustrate customers at checkout counters.
Finally, always have a backup plan for system downtimes. Preparedness keeps your sales floor operational no matter what tech challenges arise unexpectedly.
Robbery Prevention Measures
Let’s wrap up with safety—preventing robbery is critical. Implementing smart measures protects your staff, customers, and sales floor from threats.
Security System Installation
Install cameras and alarms to deter criminals. Visible security, as noted in resources like Marsh Risk Advisory, significantly reduces theft risks.
Employee Safety Training
Train your team to spot suspicious behavior and respond calmly. Knowledge on de-escalation can prevent dangerous situations from escalating in-store.
Store Layout Optimization
Design your store for visibility with minimal blind spots. Well-lit aisles and strategic mirrors discourage theft and enhance overall safety.
Cash Handling Limits
Minimize cash on-site with frequent drops into secure safes. Less cash available lowers the incentive for robbers targeting your store.
Secure Your Success
Ensure your retail space thrives by mastering these essential protocols. Protect your sales floor with reliable systems and expert support from The Local Electrician. Stay proactive, safeguard your operations, and keep customers returning. Your store’s success hinges on consistent, secure practices every day.
In 2024 alone, U.S. retailers processed nearly $890 billion worth of returned merchandise, according to the National Retail Federation and Happy Returns. That’s almost a trillion dollars in inventory— much of which never made it back onto store shelves. Instead, it was quietly shipped off to landfills, burned, or left to languish in expensive storage. Beyond being a logistical problem, it’s a sustainability crisis hiding in plain sight.
Although retailers have spent years rethinking packaging, pledging carbon neutrality, and retooling last-mile logistics, one of the dirtiest secrets in modern commerce— what happens to the things we send back— remains mostly broken. And as returns keep climbing, so does the environmental cost.
But that’s where CheckSammy, the world’s largest bulk waste and sustainability operator, is making its play.
Rethinking Returns, From the Ground Up
At first glance, CheckSammy might look like a logistics company. But under the hood, it’s something closer to a systems redesign firm— using AI, data tracking, and localized “Zero Point Facilities” to turn return waste into recovery pathways.
“At CheckSammy, our Zero Point facilities transform the chaos of product returns into a simple, efficient process,” said Sam Scoten, the company’s cofounder and CEO, in an interview. “When items come back, we immediately sort and separate them to ensure that each product is guided to its most sustainable outcome— whether that means being recycled into new materials, given a second life through repurposing, or securely destroyed to protect brand integrity.”
The vision is as bold as it is practical: decentralize returns, add intelligence to sorting, and design for reuse by default. While this saves money, that’s not the only goal. CheckSammy’s Zero Point Facilities rewrite the complete afterlife of retail goods.
The Anatomy of a Smarter Return
So what does it actually look like when a returned item enters CheckSammy’s ecosystem? It starts with receiving and depackaging, which sounds basic until you factor in volume. Returns come in mixed pallets, multi-brand shipments, and packaging waste.
“The depackaging stage is like clearing the clutter,” said Scoten. “Each item is gently unpacked to reveal its true potential for a new life.”
Next comes AI-assisted sorting, where intelligent systems identify product types, materials, and optimal end-of-life pathways. Recyclables go one way. Reusables another. Items that pose brand risk or safety issues are securely destroyed, and with digital proof.
“Our separating process is driven by intelligent algorithms and advanced AI systems that granularly identify and sort each material,” Scoten explained. “This high-tech approach not only ensures that every item finds the right diversion path, but also optimizes recovery and minimizes contamination risks.”
Then comes recycling and repurposing— the heartbeat of the operation. Items that can be broken down are reprocessed into raw materials; others are cleaned, repaired, or creatively reimagined for second-life uses.
According to a recent analysis from Ecommerce News, between 22% to 44% of returned clothing is never resold— not because it’s damaged, but because the cost of inspecting and restocking it outweighs the margin. CheckSammy’s model tackles that head-on by designing infrastructure where sorting, recovery, and redistribution are built in, not bolted on.
“Recycling and repurposing are the heart of our mission,” Scoten said. “Turning what might be seen as waste into something truly valuable and sustainable.”
Finally, there’s the Track and Trace system, a full-chain visibility layer that logs every decision made along the return’s journey. The Track and Trace system enables ESG reporting, inventory planning, and supply chain insights— a proof that the sustainability promise is more than marketing.
From Obligation to Opportunity
What CheckSammy is doing isn’t just about optimization— it’s about reframing returns as a source of value, not loss. In a world where ESG targets are tightening, regulations have become more stringent, and consumers are watching closely, this shift isn’t optional.
But the road ahead is still long. As the Ellen MacArthur Foundation notes, the circular economy in retail is still in its infancy. While the idea of designing waste out of the system is gaining traction, most reverse logistics infrastructures were built for speed and scale, not for sustainability.
That’s why companies like CheckSammy are surfacing now. Not to patch holes in the old system, but to build new ones entirely.
“Embracing sustainable returns is not just a trend; it’s a necessary move toward responsible retailing,” said Scoten in a closing remark. “We’re building for a future where every return is a chance to recover— not just what was lost, but what we’ve been wasting all along.”
