St-Hubert invests $50 million in developing its operations

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April 9, 2025

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

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

Modernizing Our Restaurants

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

Two New Flagship Rotisseries

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

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

Massive Investments in Food Manufacturing Plants

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

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

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

St-Hubert Group – Investment Figures

Modernizing and opening restaurants: $37,414,000

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

Optimizing food manufacturing plants: $11,800,000

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

Total: $49,214,000

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

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

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St-Hubert rethinks its offering and adjusts prices

AI Agents Transforming Retail Experience

By

Craig Patterson

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April 9, 2025

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

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

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

Retail’s Digital Shift: Physical Stores Still Matter

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

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

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

The Challenge of Unified Commerce

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

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

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

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

AI Agents: Retail’s Next Big Leap

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

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

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

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

Shoppers Embrace AI—Especially Gen Z

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

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

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

Increasing Efficiency Without Sacrificing the Human Touch

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

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

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

Agentforce’s Modular Skills and Open Ecosystem

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

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

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

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

Conversational Commerce and the Future of Shopping

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

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

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

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

From AI Hype to Everyday Application

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

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

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

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Chocolate Prices Soar Ahead of Easter Due to Cocoa Crisis

By

Sylvain Charlebois

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April 9, 2025

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

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

Chocolate Makers Lose Price Protection This Year

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

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

Chocolate Demand Holds Steady Worldwide

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

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

Shoppers Drug Mart Seasonal Chocolate (Image: Dustin Fuhs)

Geopolitical Risks Create Volatility in Cocoa Market

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

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

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

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Retail Insider

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April 9, 2025

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

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

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

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

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

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

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

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

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

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

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

Bingemans bringing Kingpin concept to St. Catharines

By

Mario Toneguzzi

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April 9, 2025

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

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

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

The new Kingpin venue will feature:

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

The brand has locations in Kitchener and Cambridge.

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

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

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Leyad Buys St. Albert Centre Amid HBC Exit and Redevelopment Plans

By

Lee Rivett

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April 9, 2025

image - 2025-04-06T162240.182 — St. Albert Centre in St. Albert, Alberta. Photo: Stantec

St. Albert Centre, the largest enclosed shopping centre in St. Albert, Alberta, has changed hands in a $60 million deal that closed at the end of March. The transaction was officially announced on April 1 by the seller, Toronto-based Primaris Real Estate Investment Trust (REIT). The buyer is Leyad, a privately held Montreal-based real estate firm with growing ambitions across Canada.

Leyad is already known in the Edmonton retail real estate market as the owner of Londonderry Mall, located in northeast Edmonton. The acquisition of St. Albert Centre strengthens Leyad’s foothold in Western Canada and aligns with its strategy of acquiring regionally dominant shopping centres in suburban markets.

A Key Regional Asset with Anchor Departures Ahead

Located at 375 St. Albert Trail, just northwest of Edmonton, St. Albert Centre spans approximately 373,000 square feet. It houses 74 stores and services and includes parking for 1,680 vehicles. Originally built in 1980, the mall saw renovations in 2018, modernizing its interior and tenant mix to better serve the growing suburban population.

Anchoring the mall for years has been a 93,300-square-foot Hudson’s Bay store, one of the primary retail draws in the area. However, Hudson’s Bay is expected to close its store by the end of June as part of its national wind-down under court-supervised receivership. The closure will leave a major anchor vacancy at the property, opening possibilities for reconfiguration or redevelopment of that space.

Other major tenants at the centre include London Drugs, SportChek, Mark’s, Winners, and Ardene—a tenant mix geared towards mid-market suburban consumers. The mall is surrounded by additional national retailers on adjacent lots, including Canadian Tire, Staples, and multiple grocery stores, though these surrounding buildings are not part of the St. Albert Centre property.

Strategic Shift by Primaris REIT

The sale of St. Albert Centre is part of a larger strategy by Primaris REIT, which is repositioning its portfolio to focus on what it refers to as “market-leading, growth-oriented shopping centres.” Primaris acquired St. Albert Centre in 2012 from Ivanhoé Cambridge, another Montreal-based institutional property owner. Over the past year, Primaris has divested multiple assets that no longer align with its long-term vision.

Earlier in 2024, Primaris also completed the $107 million sale of Sherwood Park Mall, another suburban Edmonton-area centre. These moves indicate the REIT’s ongoing effort to concentrate its capital on properties with stronger demographic and economic upside, often in larger urban or regional hub locations.

Redevelopment Potential Under New Ownership

With the Hudson’s Bay space soon to be vacated, there is speculation about how Leyad may choose to reposition the mall. The closure presents both a challenge and an opportunity for the new owner. Hudson’s Bay had long served as a key anchor for foot traffic, and its departure will change the dynamics of the property.

Given Leyad’s redevelopment work at Londonderry Mall, where it has overseen updates and brought in new tenants, the company could take a similar approach in St. Albert. Redevelopment of anchor spaces into multiple smaller units or alternative uses—such as fitness, health services, or entertainment—is a common strategy in today’s evolving retail real estate landscape.

Leyad has not yet made public its long-term plans for the site. However, its investment suggests confidence in the St. Albert market, a city that continues to see population growth and retail demand.

St. Albert Centre Remains a Retail Hub

Despite the loss of Hudson’s Bay, St. Albert Centre remains one of the most prominent retail destinations in the city. Its central location, strong tenant mix, and proximity to complementary big-box retail make it a key shopping destination for both local residents and those from surrounding communities.

The mall’s 2018 renovations helped elevate its appeal, and the addition of tenants like Winners and Mark’s have kept it relevant to a broad shopper base. As suburban retail centres continue to evolve to meet changing consumer behaviours and tenant needs, properties like St. Albert Centre may serve as test cases for what the next generation of malls in secondary markets will look like.

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Canadian Franchise Association announces winners of 2025 CFA Recognition Awards

By

Mario Toneguzzi

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April 8, 2025

The Canadian Franchise Association (CFA) has announced the winners of the 2025 CFA Recognition Awards. The awards were presented during the Recognition Awards Luncheon on Sunday, April 6 at the CFA National Convention at Sheraton Fallsview, Niagara Falls, Ontario.

CFA Recognition Awards honour individuals and CFA member companies for their outstanding achievements, philanthropic endeavours, and contributions to the Canadian franchise community. Nominations are solicited from CFA members across Canada and winners are selected by a committee based on merit.

“The CFA Recognition Awards celebrate individuals and companies for their significant achievements and continuous contributions to the franchise community,” says the CFA’s President and Chief Executive Officer, Sherry McNeil.

“We congratulate all the winners on their outstanding achievements. The CFA Recognition Awards celebrate those who have made a lasting impact on the Canadian franchising community through their dedication and contributions. These awards honour the outstanding achievements of this year’s winners and their commitment to Growing Together®.”

A list of all the CFA award recipients can be found here.

The recipients of the 2025 CFA Recognition Awards are:

Category: Hall of Fame Award | Recipient: Pet Valu

In recognition of Pet Valu’s outstanding performance, significant business presence, and exceptional service. With over 800 locations across Canada, Pet Valu has become Canada’s leading retailer in the pet specialty retail sector, offering high-quality products and exceptional customer service. It maintains an excellent social corporate presence, expressing dedication to animal welfare through partnerships with rescues and adoption programs: the brand raised more than $4 million through fundraising efforts in 2024. Continued growth is on the horizon, as the brand has recently opened distribution centres in Surrey, British Columbia, and Brampton, Ontario, the largest of their kind in Canada, bringing up to 150 skilled jobs to those local neighbourhoods.

About the CFA Hall of Fame Award:

Presented in recognition of outstanding performance by a franchise company over a significant period. Winners typically will have high brand recognition (on either a regional or national scope) and will generally be recognized for their solid business performance. They will exhibit leadership in the franchise community in many ways including helping to encourage excellence by sharing best practices, participating in speaking engagements, being willing to mentor new franchisors, and raising the profile of the franchise business model.

Category: Lifetime Achievement Award | Recipient: Patti Hone
In recognition of Patti Hone’s outstanding contributions, leadership, and impact on the franchise industry. Patti Hone has been a significant driving force in the growth and development of the Canadian Franchise Association and the franchise industry at large. Having served on the CFA Board of Directors for eight years, she has made instrumental contributions to the Franchise Support Services (FSS) Committee and played a key role in shaping CFA Marketing Day events, showcasing her leadership and influence.

Lifetime Achievement - Patti Hone (Marietta Snetsinger Accepted) — Lifetime Achievement – Patti Hone (Marietta Snetsinger Accepted)

About the CFA Lifetime Achievement Award

This award recognizes exceptional achievement and contribution to Canadian franchising and the community at large through demonstrated excellence throughout one’s lifetime and career in franchising. This award typically honours an individual who may be a franchisor, franchisee, or a support services provider. Hallmarks of excellence include a significant level of profile and leadership recognition within the franchise community, speaking engagements, published articles, mentorship, and being an ambassador for franchising.

Category: Outstanding Corporate Citizen Award | Recipient: Sunset Grill
In recognition of Sunset Grill’s support of social services and commitment to life-saving cancer research. With more than 100 franchise locations across Canada, the brand is also primed to expand into the U.S. and beyond. The brand also gives back to its community, most notably through its annual Pancake Tuesday Fundraiser. Every year, Sunset Grill serves its signature buttermilk pancakes for $2, with proceeds going to the Canadian Cancer Society to fund programs and research and to raise awareness for the cause. Since the launch of the initiative in 2009, Sunset Grill has raised more than $250,000 to support Canadians living with cancer and life-saving research.

Outstanding Corporate Citizen - Sunset Grill — Outstanding Corporate Citizen – Sunset Grill

About the CFA Outstanding Corporate Citizen Award

Given to a franchise system that has demonstrated genuine and ongoing concern and support for a community or social service group(s). Award recipients are selected based on their philanthropic innovation, support, and impact to the community whether on a local, regional, national, or global scale. Elements taken into consideration include involvement throughout the franchise system and integration into the corporate culture, profile given to the support recipient organization(s), sustainability, innovation in fundraising, demonstrated benefit to the community, and amount of funds raised.

Category: Diversity and Inclusion Champion Award | Recipient: Pizza Pizza

In recognition of Pizza Pizza’s significant strides to ensure meaningful representation through its post-pandemic focus on developing its workforce. With the development of a diversity and inclusion council in 2021, Pizza Pizza has continued to ensure its promotion of an equitable workplace. A staff survey revealed that 96% of respondents rated the company favourable in diversity, 95% favourable in equity, and 94% favourable in inclusion.

Diversity - Pizza Pizza — Diversity – Pizza Pizza

About the CFA Diversity & Inclusion Champion Award

Recognizes a company or individual for extraordinary leadership and contribution towards improving and promoting diversity and inclusion within their workplace and the franchise community in Canada.

Category: Distinguished Franchise Support Services/Supplier Award | Recipient: Reshift Media

In recognition of Reshift Media’s unwavering commitment, cutting-edge solutions, and deep impact on the industry. Reshift Media’s involvement in various CFA programs, from speaking at events to website maintenance, has demonstrated its commitment to growing the Canadian franchise industry and the CFA at large. Reshift has expressed its skills and dedication to the franchise community in developing World Franchise Council programming, including website development and information sessions in conjunction with the CFA. Their support has led to the development of the inaugural World Franchise Day, set to occur on June 11, 2025, and further enhancing the presence of franchising in communities around the world.

Supplier - Reshift Media — Supplier – Reshift Media

About the CFA Distinguished Franchise Support Services/Supplier Award

Recognizes a person or company for their efforts and contributions in supporting the franchise industry and the Canadian Franchise Association at large.

Category: Volunteer Leadership Excellence Award | Recipient: Peter Viitre

In recognition of Peter Viitre’s exceptional dedication, leadership, and service. Through his work with the CFA, Peter has mentored franchise professionals, shaped industry best practices, and advocates for franchising excellence. As a longstanding member of the Government Relations Committee, Peter has taken up key roles, including as first pen in the Arthur Wishart Act submission to the provincial government. He is also Chair of the Policy subcommittee and has been a vocal presence at the CFA’s annual Franchise Awareness Day, reiterating the necessity of franchise policymaking at all levels of government. He also acts as a speaker at CFA and industry events, generously sharing his legal expertise when called upon, and further strengthening the franchise community through his experienced guidance.

Volunteer - Peter Viitre — Volunteer – Peter Viitre

About the CFA Volunteer Leadership Excellence Award

In the spirit of passion for franchising and the Association, this award is given to an individual who, through their volunteer activities and work as an ambassador for franchising, helps the CFA grow, evolve, and deliver on its Purpose and Mission.

The Canadian Franchise Association (CFA) helps everyday Canadians realize the dream of building their own business through the power of franchising. The CFA advocates on issues that impact this dream on behalf of more than 600 corporate members and over 40,000 franchisees from many of Canada’s best-known and emerging franchise brands. Beyond its role as the voice of the franchise industry, the CFA strengthens and develops franchising by delivering best-practice education and creating rewarding connections between Canadians and the opportunities in franchising. Franchising is the 12th largest industry in Canada and franchised businesses contribute over $120 billion per year to the Canadian economy, creating jobs for almost two million Canadians.

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The Human Touch in a Digital Retail World: Why Soft Skills Still Matter

By

Retail Insider

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April 8, 2025

In an increasingly digitized retail world, technology continues to redefine how consumers interact with brands. From AI-powered chatbots and virtual fitting rooms to contactless payments and same day courier service, digital innovation has transformed nearly every touchpoint of the retail experience

While these advancements enhance convenience and efficiency, they also risk minimizing one of the most valuable assets in retail: the human touch. As luxury fashion brands open new concept stores or relocate from traditional shopping districts to more immersive, digitally integrated spaces, the need for human-centric customer service has never been more critical.

Soft skills such as empathy, active listening, emotional intelligence, and adaptability remain irreplaceable, especially in high-end retail, where brand loyalty and experience often surpass price and product.

In this rapidly evolving environment, understanding the value of soft skills—and preserving them—could be the differentiating factor that allows a brand to thrive amid relentless digital progression. The brands that succeed will be those that balance innovation with human engagement, blending the best of both worlds to offer meaningful, memorable interactions that foster long-term customer relationships.

The Role of Higher Education in Shaping Retail Talent

The digital shift in retail has created new expectations for retail professionals. Beyond product knowledge and sales strategies, employees are now expected to possess analytical thinking, adaptability, cultural awareness, and, most importantly, soft skills. The emphasis is no longer on technical skills alone but on a holistic skill set that includes emotional intelligence and the ability to build relationships in a fast-paced, often impersonal retail environment.

In this context, higher education plays a crucial role in preparing the workforce for modern retail challenges. Programs designed to develop both hard and soft skills can provide aspiring professionals with the tools they need to thrive. For example, UNCW online degrees offer a flexible pathway for students and working professionals to enhance their capabilities in areas relevant to today’s retail landscape, including leadership, communication, and business strategy. These programs serve not just as academic pursuits but as practical investments in one’s ability to engage meaningfully with customers in a tech-driven world.

By integrating these educational pathways into career development plans, luxury retailers can ensure that their employees are not only digitally literate but also emotionally competent. This dual competency becomes especially critical in environments where a single conversation or gesture can influence a high-value purchase or brand perception.

Soft Skills: The Hidden Engine Behind Brand Loyalty

Luxury fashion retail thrives not just on the exclusivity of products but on the exclusivity of experience. A $5,000 handbag can be admired online, compared across platforms, and even ordered with a click—but the in-store experience is what often seals the deal. It’s the well-dressed associate who remembers a returning client’s name, the stylist who offers personalized fashion advice, or the manager who knows how to resolve a concern without escalating it.

These are not technical competencies—they are soft skills. Customers remember how they were treated far longer than they remember the price tag. In fact, with digital convenience available at every turn, it is the emotional experience that separates one brand from another.

In luxury retail, where every detail contributes to brand equity, the presence of employees with strong interpersonal skills becomes not a luxury but a necessity. Emotional intelligence allows staff to read subtle cues, identify buying signals, and understand unspoken customer expectations. These skills enable brands to build loyalty not just through products but through people.

Store Closures, Openings, and Relocations: A Soft Skill Test

The retail landscape is in a state of constant flux. Brands are reevaluating their physical presence, closing underperforming locations and opening immersive flagship stores designed for both digital interaction and personal engagement. These transitions are not merely logistical—they are emotional. For staff and customers alike, a store’s closure can feel like the end of a relationship, while a new opening can be a moment of anticipation and connection.

During these changes, the importance of soft skills becomes even more apparent. Associates must navigate customer disappointment or confusion with empathy and clarity. Brand ambassadors must generate excitement around a new location, not just by showcasing features but by making every visitor feel welcomed and valued. In the relocation of stores from traditional high streets to luxury malls or experience-focused spaces, the physical design may change—but the need for personal connection remains constant.

Training and Retention: Investing in People

Many luxury retailers are now recognizing that investing in employee training is not just about product knowledge—it’s about cultivating an emotional brand presence. Onboarding programs are increasingly incorporating modules on communication, emotional intelligence, conflict resolution, and cultural sensitivity. These programs don’t just benefit the employee; they enhance the overall brand experience.

Retention also improves when employees feel confident and valued. Workers who are trained to handle difficult conversations, provide thoughtful customer service, and build authentic relationships are more likely to stay motivated and committed to the brand. Recognition of these efforts—through programs that spotlight empathy, active listening, and intuitive problem-solving—reinforces excellence. Many luxury retailers honor standout performance with crafted glass awards, turning exceptional service moments into tangible acknowledgments that inspire continued dedication. In an industry where high turnover can damage brand consistency, nurturing soft skills becomes an investment in continuity and stability.

Moreover, as retail brands go global and cater to increasingly diverse audiences, cultural sensitivity and adaptability have emerged as essential competencies. These, too, fall under the umbrella of soft skills and are not easily taught through manuals or scripts.

Bridging the Gap: Digital Tools with a Human Touch

The best use of technology in retail doesn’t replace the human—it empowers them. Mobile apps can give associates real-time inventory data, digital lookbooks can enhance styling sessions, and clienteling tools can track customer preferences across visits. However, these tools only enhance the experience when wielded by someone who knows how to use them as conversation starters rather than transactional shortcuts.

Some luxury brands have begun integrating video shopping or one-on-one digital consultations with their top clients, effectively blending the convenience of online shopping with the warmth of personalized service. These new formats still rely heavily on soft skills—tone of voice, facial expressions and the ability to listen and respond intuitively.

Even the best technology cannot teach an employee how to make someone feel special. That comes from experience, emotional awareness, and a genuine desire to connect—attributes that no algorithm can duplicate.

The Enduring Value of Human Connection

In the future of retail, digital will continue to dominate headlines and budgets. Augmented reality, predictive analytics, and AI-driven recommendations will undoubtedly shape how consumers browse, choose, and purchase. But in the luxury fashion segment—and indeed across all meaningful retail interactions—it is the human touch that turns a transaction into a relationship.

Soft skills are not relics of a pre-digital era; they are the secret sauce of successful, sustainable retail. In a world where customers are bombarded with choices and crave authenticity, the brands that prioritize empathy, communication, and personalized service will not just survive—they will lead.

No matter how far technology evolves, the core of retail remains unchanged: people serving people. And that will always require a human touch.

U.S. Tariffs Pose Risk to Canadian Retail Supply Chains

By

Craig Patterson

-

April 8, 2025

image - 2025-04-08T145048.236 — US President Donald Trump holds up a sign that lists all of the countries around the world he has imposed new tariffs on as of April 2. (Image credit: Chip Somodevilla/Getty Images)

As tariff tensions escalate between the United States and China, the implications for Canadian retailers are becoming increasingly complex. While Canada itself has largely been spared from the direct effects of new tariffs, the interwoven nature of global supply chains means that even indirect impacts could reshape pricing, sourcing, and consumer behaviour in profound ways.

Retail industry veteran and strategist George Minakakis, founder of Inception Retail Group, shared his concerns in an interview that delves into the potential fallout from U.S. trade policies that Donald Trump has rolled out. From inflation to supply chain disruption to the rise of artificial intelligence in retail operations, Minakakis warns that the sector may face serious headwinds in the coming months.

A Complex Global Web: Tariffs May Hit Indirectly

While Canadian retailers are not the direct target of new U.S. tariffs, many operate in North America as part of integrated supply and distribution networks that crisscross the U.S. border. That means goods manufactured in Asia and entering the U.S. before heading to Canadian shelves — or vice versa — could still be subject to increased costs.

“If I’m buying from India and sending it to the U.S., then there’s a tariff,” explained Minakakis. “You’re now looking at potentially a 30% jump in price. Is a retailer going to absorb that? I doubt they can afford to.”

For companies like Lululemon or Aritzia, which have U.S. stores and source from Asia, the issue becomes one of documentation and proof of origin. “They’re going to have to show where the product came from and there are risks if they move product from the US to Canada that already have been hit with tariffs. It’s complicated,” said Minakakis. “The paperwork will have to differentiate — otherwise they could be hit with the full tariff, even on goods ultimately meant for Canadian customers.”

Canadian Retailers with U.S. Exposure Are Vulnerable

Large Canadian retailers with significant U.S. operations — like Canada Goose, or T&T Supermarkets (a subsidiary of Loblaw) — may feel the pinch more acutely. Even if manufacturing occurs in Canada, materials like down, metals, or technical textiles often come from Asia.

“Canada Goose might manufacture here, but where do they get the down from?” Minakakis asked. “That product, if it’s sourced from overseas and ends up going through the U.S., will be taxed.”

It’s not just clothing. Store infrastructure — refrigeration units, steel and aluminum fixtures, even the cost of opening or renovating stores — may all be subject to higher costs due to material and equipment tariffs.

“If we’re not fabricating the pieces here and they come back from the U.S. after processing, we’ll see price increases,” said Minakakis. “And even if they’re fabricated here, Canadian suppliers might still raise prices to make up for lost U.S. revenue.”

Strategic Tariff Use Could Reshape Manufacturing

Minakakis believes there’s a strategy behind the apparent chaos.

“What Trump’s doing is actually very strategic. He’s trying to force manufacturing back into the U.S. by making it too painful to continue operating overseas,” he said. “If the cost of manufacturing in China plus tariffs equals the cost of doing it in the U.S., why wouldn’t you just manufacture in the U.S. and say ‘Made in USA’?”

Yet the idea that this will lead to widespread employment in manufacturing is, in Minakakis’ view, a fallacy.

“Companies are going to say, ‘Screw it — I’m going to automate this process,’” he said. “They’ll invest in machines instead of people. That’s a one-time capital investment versus ongoing labour costs.”

Automation and AI: A Response to Margin Pressure

As prices rise, and margins get squeezed, retailers are likely to turn to artificial intelligence and automation as a cost-saving measure.

“Retailers will cut costs — they have no choice,” said Minakakis. “We’re going to see AI deployed in a big way to eliminate redundancies.”

While automation may help companies protect margins, it could also accelerate job losses, potentially feeding into a broader economic slowdown.

Consumer Confidence and the Risk of Recession

The consumer — still reeling from the inflation and uncertainty of the pandemic era — may not be ready to accept higher prices without consequence.

“Ultimately, it’s the consumer that says, ‘I can’t afford this,’” said Minakakis. “And that’s where the slowdown starts. If consumers retreat and only spend on necessities, retail sales fall. That’s how recessions begin.”

He warned that the recent stock market losses of over six trillion dollars in value could rattle wealthier consumers as well.

“The luxury market is especially vulnerable. LVMH, for instance, has significant exposure through alcohol and watches,” he said. “When wealthy consumers start pulling back, that’s a sign.”

The End of Globalization as We Knew It

Minakakis believes we are witnessing a structural shift in global trade — one that has wide-reaching implications.

“Globalization, as we’ve known it, is dead,” he stated. “We’re going to see countries and businesses forming new alliances. It will take time, but sourcing, distribution, and even consumer behaviour are going to change.”

Retailers, he says, must act quickly.

“If you’re a good retailer, you’ve already diversified your supply chain. You’re not relying on one source or one country,” he said. “You might have to accept a 20% tariff instead of 34%, but you’ve got options.”

Preparing for the New Normal

The message to Canadian retailers is clear: be proactive, not reactive.

“Job one is securing your supply chain,” said Minakakis. “Keep prices normalized so you don’t lose revenue. If you have to take a hit on margins temporarily, the market will understand — especially if you’re transparent and show that you’re improving efficiency.”

He added that retailers will need to invest more in marketing to maintain customer loyalty and demand. “Consumers will be rattled. Confidence will be down. You’re going to need promotions and offers to bring them back. Tell and sell your brand story well and remember your revenue won’t grow if you’re not collecting and using data effectively.”

In terms of long-term solutions, he sees AI not just as a tool for efficiency but a necessity for survival. “Retailers are going to start saying, ‘We’re going to save a billion dollars by deploying AI and automating operations,’” he said.

An Uncertain Road Ahead

Minakakis is not optimistic about the logic behind the tariffs themselves.

“There’s no logic here,” he said. “Trump seems to believe that low tariffs caused the Great Depression, which economists have debunked repeatedly. But if we end up having to match U.S. tariffs to stay in their good graces, we could face unintended inflation here at home.”

For now, the situation remains fluid. Markets are volatile, the global economy is on edge, and retailers are caught in the middle. As Minakakis summarized, “It’s complicated. Every industry will be impacted differently, but one thing is clear — we’re not going back to the old normal. The question is how fast retailers can adapt to the new one.”

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Chick-fil-A opening new location in Edmonton

By

Mario Toneguzzi

-

April 8, 2025

Chick-fil-A is opening a newrestaurant on Thursday in Edmonton. Chick-fil-A The Meadows is located at 4004 17^th Street Northwest.

Locally owned and operated by Jag Dhanju, it will be the fourth location to open in Edmonton. The new restaurant will employ approximately 90-110 full- and part-time people and will be open for dine-in, and take-out from 10:30 a.m. to 10:00 p.m. with the drive-thru open until 10:00 p.m., Monday through Saturday.

Jagdeep “Jag” Dhanju, a familiar face in Edmonton’s restaurant scene, is embarking on a new chapter as the local Owner-Operator of the brand.

Born and raised in Edmonton, his connection to the city runs deep.
He’s a second-generation Indo-Canadian who has dedicated over two decades to the local restaurant industry. His journey began at his family’s business, Meridian Banquet, where he honed his leadership skills managing large-scale events and overseeing operations for both the Indian restaurant and banquet hall.

“Edmonton has always been home for me,” Dhanju said. “My family and I have been part of the restaurant industry here for 25 years, and I’m excited to continue that legacy with Chick-fil-A.”

In 2017, Jag honoured his own entrepreneurial spirit by founding Tiffin: India’s Fresh Kitchen, a fast-casual
Indian restaurant that quickly gained recognition for its innovative approach. Tiffin was among the first restaurants in Edmonton to utilize fully biodegradable packaging, reflecting Jag’s commitment to sustainability and environmental responsibility. As the former co-owner and operator of three Tiffin locations, Dhanju has already demonstrated a knack for creating thriving businesses that exemplify care for both people and the planet.

Because of his deep familiarity with the restaurant industry, Jag was especially impressed by his first visit to a Chick-fil-A restaurant.

“I stopped by Chick-fil-A Yonge & Bloor in Toronto for lunch and was completely blown away by
the genuine hospitality and quality food,” he explained. That introduction to the brand inspired him to pursue becoming the local Owner-Operator of his own.

“I find joy in helping others and serving them great food with a smile. I’m looking forward to making a
meaningful impact in the lives of my Team Members and the community as a whole.”

In honour of the new restaurant opening, Chick-fil-A will donate about C$34,000 (US$25,000) to a local non-profit organization through Second Harvest, one of Canada’s largest food rescue organizations. Since 2020, Chick-fil-A has donated about C$2 million (US$1.46 million) to local hunger-relief organizations through Second Harvest.

Dhanju’s restaurant will be participating in the Chick-fil-A Shared Table^TM program, an initiative that redirects surplus food from the restaurant to local soup kitchens, shelters, food banks and non-profits in need. To date, more than 35 million meals have been created using Chick-fil-A Shared Table donations from 2,300 Chick-fil-A restaurants throughout Canada and the U.S.

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