Walmart Canada is creating new opportunities for Marketplace Sellers to connect with e-commerce shoppers and increase sales.
Walmart Canada Marketplace Sellers can now purchase sponsored product ads on Walmart.ca and the Walmart Canada app through the newly enhanced Walmart Ads Platform powered by Walmart Connect.
This new ad platform provides Marketplace Sellers with the ability to:
Boost Product Visibility: Secure prominent ad placements
Take Control: Manage campaigns directly with an auction-based marketplace, ensuring transparency and flexibility.
Optimize with Insights: Access in-depth analytics to track performance and make data-driven decisions.
Current and new sellers can enroll in the program here.
“This is a huge unlock for our community of Marketplace Sellers, enabling them to boost brand and product awareness, reach the right audiences and drive sales by connecting with Walmart e-commerce shoppers,” said Walmart.
They’ll also have direct access to their sponsored product campaigns through an auction-based marketplace, giving them: ✅ Greater transparency and control over campaigns ✅ More exposure with prominent ad placements ✅ Access to detailed analytics for data-driven optimization
Sarah Wool-Smith, Senior Director, said the retailer believes in creating an even playing field for all our advertisers and our Sponsored Product ads are run on auction-based systems aligning to industry standards.
“We’re always exploring ways to innovate and expand our Marketplace. This new offering allows our Marketplace sellers to reach e-commerce shoppers in a way they haven’t been able to before. Our customers will benefit from seeing a wider selection of products relevant to them. We look forward to seeing how this announcement will drive brand awareness and sales for our current Marketplace sellers and entice new ones to check us out,” she said.
Bond Brand Loyalty, a leading customer engagement and brand experience agency, has announced that Morana Bakula has been appointed as President and Chief Executive Officer.
Bob Macdonald will assume the role of Founder & Chairman of the Board, where he will continue to provide strategic guidance and advisory support to the executive team as the company accelerates its long-term vision and growth trajectory, the company said in a news release.
Bob Macdonald
Morana Bakula, President & CEO of Bond (CNW Group/Bond Brand Loyalty ULC)
“Since joining Bond in 2012 as a Customer Experience strategist, Bakula has driven significant organic growth for Bond, across financial services, automotive, retail, and pharmaceutical sectors. Appointed President in 2023, Bakula has shaped Bond’s strategic direction, ensuring the continued delivery of client-centered solutions, and building on the unique culture at Bond. She is the first female executive to take on this role of both President and CEO at Bond,” it said.
“A recognized industry leader, Bakula was named one of Loyalty Magazine’s Top 30 Under 40 in 2022 and has served on the Board of Directors for Waypoint Centre for Mental Health Care in Ontario. Prior to joining Bond, Bakula held multiple strategic and leadership roles at State Farm, Fifth P Solutions, and KPMG.”
“Bond has always been about creating enduring relationships that drive business growth,” said Bakula. “I’m honored to lead this incredibly talented team of experts as we continue to push the boundaries of customer experience , deliver meaningful value to clients, and build the future of loyalty together.”
“Morana’s vision, expertise, and leadership will be instrumental in driving continued growth for our company,” said Macdonald. “In her years with us she has grown the company by leading with grace, values and passion for our industry. I cannot imagine a better leader to take Bond into its successful future.”
As a mother and first-generation immigrant, Bakula embodies the multifaceted complexity of leadership today within the global marketing and business services industries. Her appointment is a testament, not only to Bond’s commitment to providing the best level of service to its clients, but also to continuing to foster a culture of innovation and growth with a forward-looking approach, said Bond.
“Bond has been on a trajectory of significant growth, reinforced by strategic investment from Mountaingate Capital in 2023 and an expanded leadership team in 2024. The company continues to expand its full spectrum of services–including strategic advisory, digital marketing, technology, and analytics–to help brands deepen relationships with customers and employees, turning known connections into lasting loyalty,” it said.
Based in Toronto, Bond has 800 people and operates across eight offices throughout North America and Europe.
Carriage Trade, a mainstay in Toronto’s fashion retail scene since 1963, is embarking on a bold new chapter that fuses its rich history with a forward-thinking vision. Located in the heart of The Kingsway at 2984 Bloor Street West, the upscale women’s boutique is launching a Canadian Designer Program in collaboration with the Toronto Fashion Incubator (TFI). The initiative aims to give emerging and established Canadian designers a chance to connect directly with customers in a luxury retail environment.
“This is something I’ve wanted to do for years,” said Nori Mirza, owner of Carriage Trade. “It gives deeper meaning to the work we do. Fashion can be superficial, but this allows us to do something impactful — to support Canadian talent and really give back.”
Nori Mirza
Creating Space for Canadian Talent
The Canadian Designer Program, which will be accepting applications as of May 1 for its second round, will showcase selected designers at the front of the newly expanded boutique in a dedicated space being referred to as the “Canadian Spotlight.” According to Mirza, the idea took root during a dinner with Susan Langdon, Executive Director of the Toronto Fashion Incubator, last October.
“I told Susan that every time I’m shown collections as a buyer, it’s always the big international names with PR budgets,” said Mirza. “The Canadian designers are often hidden away in the back. I said, ‘What can we do to change that?’”
Langdon, who also teaches at Toronto Metropolitan University, saw the opportunity right away. She had already been fielding requests from students and alumni who were struggling to get their collections in front of buyers.
“We knew the demand was there. So Susan and I hosted a webinar, and we had about 30 designers attend,” said Mirza. “The response has been incredible. People are excited — customers, designers, even other retailers.”
Who Can Apply and What’s Expected
The program is primarily focused on better-quality women’s ready-to-wear fashion and accessories. Interested designers must be Canadian-based and capable of producing high-quality garments or jewelry at a scale appropriate for retail. The program is open to both emerging and established labels.
“We’ve had some really interesting questions already,” noted Mirza. “Some asked if we’d consider menswear — not at the moment — or whether items need to be entirely made in Canada. For us, it’s about quality, fit, and the ability to actually produce inventory.”
Designers selected will have the opportunity to be featured in-store and online, with Carriage Trade also planning launch parties and community events to further promote their collections.
“We’re having beautiful custom jewelry cases made, and we’ve seen some incredible jewelry designers apply,” said Mirza. “There’s so much talent in this country, and we’re thrilled to give it the spotlight it deserves.”
Designers interested in applying can do so via the application link available on Carriage Trade’s website. The team extnded the application deadline to ensure wide participation and give designers enough time to prepare submissions.
Carriage Trade on Bloor St. W. in Toronto. Image: Carriage Trade
Why Supporting Canadian Designers Matters Now
In light of ongoing economic uncertainty, high import duties, tariffs and supply chain volatility, Carriage Trade sees the Canadian Designer Program as not only timely but essential.
“With the way the world is right now — the economy, the exchange rate, shipping costs — supporting homegrown talent just makes sense,” said Mirza. “But beyond that, it just feels right. After COVID, and now everything else, people want to come together. They want to support local. This is part of that movement.”
Mirza also emphasized that this isn’t just a one-off initiative. “This is an ongoing program. We’re thinking of it as Season One. Our hope is to rotate designers every two months, showcasing six or more designers per year, depending on how many styles and SKUs they can produce.”
Building a Model for Other Retailers
Mirza hopes the Canadian Designer Program at Carriage Trade will inspire other independent retailers across Canada to follow suit.
“There’s no reason why this can’t be happening in Vancouver, Montreal, Calgary — anywhere, really,” she said. “We need to come together as an industry and give Canadian designers a real platform. Sometimes, all they need is for someone to take five minutes and look at their books. That could change everything.”
The new space at Carriage Trade is being designed with versatility and elegance in mind, ensuring the Canadian Spotlight section can adapt to a rotating lineup of designers. Meanwhile, the store’s website is also undergoing a revamp to support online promotion and sales of featured Canadian brands.
“We want to give these designers as much visibility as possible — not just in-store, but online too,” said Mirza. “We’re building something that will last.”
Final Thoughts and What’s Next
With more than 60 years of retail experience behind it, Carriage Trade is well positioned to lead a new wave of locally driven luxury retail in Canada. The boutique’s commitment to nurturing Canadian design talent signals a meaningful evolution — one that blends fashion with purpose.
“We survived COVID. We’ve weathered many storms. And now, more than ever, we feel it’s time to give back,” said Mirza. “This program is a way to do that — and hopefully help build a stronger future for Canadian fashion.”
The history books are likely to give “liberation day” a different name. While the idea around reciprocal tariffs were dubious even before they were announced, what was announced seems set to maximize U.S. pain
In practice, these tariffs will have widespread inflationary impacts and weaken U.S. growth. For example, tariffs nearing 50 per cent on Lesotho, Cambodia and Vietnam—countries that primarily export inexpensive goods to the United States—will only make these products more expensive. The United States will not succeed in bringing these industries back in a meaningful way. In fact, relocating clothing production to other countries has significantly increased the purchasing power of U.S. consumers
Given the widespread nature of these tariffs, U.S. consumers will have no safe haven from tariffs and inflation will surely spike significantly
From an economic perspective, global growth is also set to weaken. Many companies around the world have moved production to optimize supply chains and take advantage of the relative strengths of different countries, both in terms of costs and productivity
“While Canada was spared from the worst, many other countries were hit with tariffs well above even the highest of expectations. This upheaval in global trade will significantly weigh on economic growth around the world, with the United States likely the biggest loser,” said the Conference Board.
“This means that Canadian exporters of resources, which might have been able to shrug off a 10 per cent tariff given U.S. reliance on these goods, will now face headwinds from weaker global demand.
“Canada has responded by announcing matching tariffs on U.S. content on vehicles, on top of $60 billion in previously announced retaliatory measures that remain in place. Canada is not out of the woods. During his speech, President Trump continued to push the false narrative that Canada is an unfair trade partner and once again called for American farmers, specifically dairy producers, to have more access to Canadian consumers.
“Given the uncertainty surrounding trade with the United States, it remains important for Canada to diversify trade beyond the United States. Overall, while (the recent) tariff announcement seemed to be favourable to Canada, tariffs on key sectors—including others that are likely to follow—coupled with what seems to be a worst-case outlook for U.S. and global growth will hurt Canada’s economy. Consumer and business confidence had already sunk to recession lows, hurting the economy even before what’s now become a global trade war.”
At a time when Canadians are increasingly favouring Canadian brands and shopping, new data from Adyen, the global financial technology platform of choice for leading businesses, in partnership with the Retail Council of Canada (RCC), provides insights into how Canadian retailers can fortify the shopping experience when it matters most.
Experience converts to loyalty: The majority of Canadians (81%) agree they are likely to return to a store that delivers a meaningful or memorable shopping experience
Payment preferences: Canadian shoppers most frequently pay in-store with a tap/contactless credit or debit card (52%) and online with a digital wallet (26%).
Shipping costs are make-or-break: More than half of Canadian shoppers (55%) agree that unexpected shipping costs or fees when shopping online could cause them to abandon a purchase.
Long lines are a turnoff: Nearly half of Canadian shoppers (49%) say long checkout lines while shopping in-store could make them abandon a purchase.
“While online shopping offers seemingly endless options, it can’t match physical stores for instant gratification. The top reason for visiting physical stores was the ability to buy something immediately, chosen by 60% of consumers, with 34% wanting to avoid shipping delays,” said the report.
In-store shopping also puts shoppers in control, fitting seamlessly into their everyday lives:
55% shop in-person because of the convenient location
45% want to try on and test products in person
“And then there’s the chance to save. 42% of consumers shop in-store to avoid shipping fees while 37% look for the exclusive in-store discounts or couponing opportunities that physical stores provide.”
Overall, it was the practical side of in-store shopping that appealed to the Canadian shoppers we surveyed. Just 29% mentioned the social aspect of shopping, such as spending time with friends or interacting with staff. Only 13% highlighted special in-store events. While Santa Claus might swap the North Pole for malls across Canada each November and December, that may not be enough to tempt Canadians out of their homes, said the report.
Santo Ligotti
“Many Canadians continue to value in-person shopping for the experience, convenience, and potential cost savings it offers. From being able to try products firsthand to avoiding shipping fees, these in-store benefits remain important. Retailers who prioritize seamless, memorable experiences are well-positioned to build lasting customer loyalty in a competitive landscape,” said Santo Ligotti, VP of Marketing and Member Services, Retail Council of Canada.
While overall Canadians enjoy in-store shopping, they do have frustrations, said the report, adding that the main reasons for walking out rather than checking out are:
Items out of stock (53%)
Long lines (49%)
Poor customer service (41%)
“In fact, that personal touch is something that Canadian shoppers truly value. 80% of the 2,000 shoppers surveyed said they’d be likely to return to a store that provided a meaningful or memorable experience. This sentiment increased across generations, from 76% of Gen Z to 86% of the Silent Generation,” it said.
“So what does make Canadian consumers opt for online? It’s that combination of cost and convenience. The top reason for shopping online, chosen by 53% of our respondents, is when an item isn’t available in-store.
“Another practical reason is limited access to physical stores, due to geographical location or lack of transportation. This was the case for 29% of respondents, peaking at 36% in Saskatchewan.
“Savings also play a significant role. 32% shop online to take advantage of promo codes and other perks of being a loyal customer. In contrast the flip side, it’s unexpected fees that rankle. Over half (55%) of online shoppers will abandon their carts due to unexpected shipping fees, a figure that jumps to 63% among Baby Boomers.
Source: Adyen
“Those fees are even more of a consideration when it comes to returns, with 68% of shoppers saying these fees influence whether they’ll return items online or in-store.
“Meanwhile there was consensus at either end of the demographic spectrum with 50% of both Gen Z and the Silent Generation saying they would clear their cart if delivery times were unclear or take too long.”
Customers want better loyalty programs offering personalized rewards (39%). And, regardless of the technological advances that emerge, the personal touch still matters. 25% percent want to see enhanced human interactions and customer service, compared to 12% who would prefer cashier-less stores, added the report.
Sander Meijers
“Canadian shoppers’ preferences are evolving, but at the core, they still expect a balance of cost, convenience, and experience. Retail is no longer just about choosing between online or in-store; it’s about offering value in all its forms. Whether it’s the speed of getting something immediately or the savings of skipping shipping fees, the future of retail lies in seamlessly blending convenience, cost-effectiveness, and personalized service—no matter where customers choose to shop,” said Sander Meijers, Canada Country Manager, Adyen.
For the first time ever, regional 50/50 Cash Lotteries and the Split the Pot Lottery are now available at local convenience stores across several Northern Ontario communities—including Barrie, North Bay, Sault Ste. Marie, Sudbury, Thunder Bay, and Timmins—marking the launch of the first non-OLG lotteries accessible in-store.
Residents in these communities can now easily take part in supporting their local hospital foundations, which fund critical care and services in their communities, while also gaining the chance to try their luck at winning big cash prizes, according to a news release.
Gerti Dervishi
“We’re excited to enable this first-of-its-kind lottery model to convenience stores across Ontario,” said Gerti Dervishi, CEO of Ascend Fundraising Solutions. “By making charitable lotteries accessible in everyday retail spaces, we’re creating a simpler, more engaging way for people to support local hospitals.”
For more information on participating stores, ticket prices, and program details, visit: https://on.splitthepot.ca
To celebrate the launch, grand opening events will take place at select convenience stores in each region from April 14 to April 17. Residents are invited to join the celebrations to learn about the lotteries and enjoy a chance to win while supporting vital healthcare causes.
“With much of the equipment, furniture, and associated services in these hospitals not funded by the government, community-driven initiatives like this are critical in helping fill the gap. Each regional 50/50 Cash Lottery has been running online for several years, raising millions for local hospitals and awarding millions more in prizes. Additionally, the Split the Pot Lottery has grown tremendously over the past year, with millions of dollars raised for participating hospitals and dozens of winners across the province,” said the news release.
“Each 50/50 monthly jackpot is split between the winner and the participating hospital foundation. With the Split the Pot Lottery, the grand prize winner receives 60% of the prize pool, two additional winners share 20%, and ten more winners split the remaining 20%. 50/50 Tickets vary by region, and Split the Pot tickets start at $10 for 5 tickets—making it an affordable and impactful way to support local healthcare while having a chance to win big.”
Each participating lottery directly supports its regional hospital foundation, including Health Sciences North Foundation, RVH Auxiliary, North Bay Regional Health Centre Foundation, Sault Area Hospital Foundation, St. Joseph’s Foundation of Thunder Bay, and Timmins and District Hospital Foundation. These foundations work to improve healthcare access and outcomes through equipment upgrades, research, and specialized services.
June, the highly anticipated new bi-level concept from the award-winning team behind The Keefer Bar, one of North America’s 50 Best Bars, will officially open its doors on April 10.
Situated on an iconic street corner in Cambie Village in Vancouver, June invites guests to step into a world where brasserie charm meets spirited revelry. Upstairs, indulge in French-inspired West Coast fare, while downstairs, inventive cocktails keep the night going. Limited dining room reservations can now be made online.
The bi-level, 4,500 square-foot space features 100 seats upstairs, and 35 downstairs (coming soon), with three forthcoming patios.
“June is our vision of a neighbourhood brasserie that offers both warm hospitality and a truly immersive experience, from dinner to late night,” said co-proprietors Cam Watt and Keenan Hood. “The team has done an exceptional job with the food and drinks menu, and we can’t wait to open our doors, starting with our dining room, and later, our cocktail bar. We want people to settle in, stay a while, and enjoy great company in a space unlike any other in Vancouver thus far.”
Source: June
“With our dinner menu, it was important for us to curate an experience that isn’t too fussy, but still elevated and special,” explained head chef Connor Sperling, who played a key role alongside Published on Main’s executive chef Gus Stieffenhofer-Brandson when the restaurant earned its Michelin star. “We’re serving up some French brasserie classics, like tartare, but we’re also putting our own June take on things – French ravioli with Beurre d’Isigny, a version of French roast chicken with Loong Kong, and of course, steak frites. We’ll definitely have some nostalgic sweets like banana soft serve and chocolate madeleines.”
Satoshi Yonemori – credit Juno Kim
The cocktail program, collectively designed by bar director Amber Bruce, bar manager Satoshi Yonemori (previously Grapes & Soda), and head bartender Riley Maggs.
“When Satoshi, Riley, and I started working on the cocktail menu, our goal was to create drinks that would capture the essence of recognizable classics, as well as options that are entirely unexpected and playful,” said Bruce, who helped lead the Keefer Bar team to earn a spot on North America’s 50 Best Bars list. “Every drink, including our non-alcoholic section, is designed to complement the exciting brasserie energy of June – be it a sip at the bar, a pairing with dinner, or soon, cocktails and snacks in our intimate downstairs bar.”
Source: June Source: June
Acclaimed Mexico City-based architect Héctor Esrawe, who also designed Watt’s Acre Resort in San José del Cabo, Mexico, breathes life into the expansive bi-level space and “embraces a design strategy that honours the character and scale of the original site. The result is a warm expression of contemporary dining—a relaxed, sophisticated, and welcoming experience.”
“From the very beginning, creating a positive, inclusive culture and crafting a welcoming space for everyone has been at the heart of our vision for June,” added Letícia Castro, general manager, June. “Putting together a group of people that matches this energy was very important to me. Every decision—whether it’s the individuals who make up our team or the details woven into the details of the space—has been made with intention.”
Business conditions have deteriorated due to the trade conflict with the United States, according to results from the Business Outlook Survey and the Business Leaders’ Pulse, says the Bank of Canada.
“Sales outlooks have softened, particularly for exporters. Firms reported having sufficient capacity, and many are delaying investment and hiring decisions amid uncertainty. Firms expect that widespread tariffs would raise costs and lead to higher selling prices. In this context, expectations for inflation are higher than they were last quarter,” it said in its Business Outlook Survey—First Quarter of 2025.
Also the Bank said overall, results of the first-quarter 2025 Canadian Survey of Consumer Expectations“show that the escalating trade conflict with the United States is damaging consumer sentiment. Confidence in the labour market has weakened significantly, and consumers have become more pessimistic about their financial health. Although consumption plans had been improving over the past several quarters, consumers now intend to spend more cautiously given the uncertainty around the trade conflict. They expect the trade conflict to lead to a higher cost of living, and this has pushed up their inflation expectations.”
In its Business Outlook, the Bank found:
Business sentiment has deteriorated, and uncertainty is widespread due to the trade conflict with the United States. Firms are developing plans to mitigate the effects of tariffs on their operations but see many challenges ahead.
Fewer businesses than last quarter expect sales growth to improve over the coming year. Firms reported having sufficient capacity to meet expected demand.
In the current economic environment, many businesses are delaying important decisions, such as those related to investment and hiring, until they have a clearer outlook. Hiring intentions are weak.
Firms no longer expect growth in their input prices to slow. Two-thirds of businesses believe that their costs would be pushed higher if widespread tariffs are implemented. As a consequence, many firms would increase their selling prices.
Near-term inflation expectations are higher than last quarter, with firms believing the inflationary impacts from tariffs will outweigh reduced pressures from weak demand.
In its Consumer Survey, the Bank found:
Overall, results of the first-quarter 2025 survey show that the escalating trade conflict with the United States is damaging consumer sentiment.
Confidence in the labour market has weakened sharply. This is because many consumers—notably those working in sectors that are highly dependent on trade—are worried about losing their job. In this context, consumers have also become more pessimistic about their financial health.
Although consumption plans had been improving over several quarters, consumers now intend to spend more cautiously given the uncertainty around the trade conflict. In addition, elevated housing costs and the high prices of many goods and services continued to weigh on households’ spending plans.
Consumers expect the trade conflict to lead to a higher cost of living. This is reflected in their short-term inflation expectations, which rose in the first quarter of 2025.
But HBC was always more than a hinterland mercantile fur trader in earlier centuries, just as it was more than a department store anchoring downtown shopping in the 20th century.
Like the beaver it nearly wiped out, HBC made Canada into its home by fundamentally transforming its environment, and no bankruptcy court will liquidate that legacy. Still, that legacy is more complex than many might assume.
HBC and the making of Canada
HBC’s initials have sometimes been jokingly elaborated as “here before Christ.” But if we were to take a more secular tone, we might instead say it was “here before Canada,” initiating some of the country’s basic economic and political institutions.
In 1670, England’s King Charles II granted 18 investors the power to make laws, monopolize trade, enforce penalties and establish colonies in Rupert’s Land. Some four million square kilometres, this land grant centred on Hudson Bay but ranged from Labrador in the northeast to the Prairies in the southwest.
Along with establishing fur-trading posts populated by transient servants, the company created its own colonies. In 1811, HBC shareholder Thomas Douglas (Lord Selkirk) organized the first settlers in the Prairies at Red River, now Winnipeg. Forty years later, in 1851, HBC’s former chief factor James Douglas took charge of developing Victoria on Vancouver Island.
Of course, Indigenous Peoples were in these areas long before Canada and long before HBC was. To secure its investments and protect its settlers, HBC representatives negotiated the first treaties with Indigenous Peoples west of the Great Lakes.
Mistahi Maskwa (Big Bear), a Plains Cree chief, trading at Fort Pitt, N.W.T., in 1884. (National Archives of Canada)
The 1817 Selkirk Treaty at Red River and the 14 Douglas Treaties on Vancouver Island in the 1850s are examples of HBC’s expansive role in settler colonialism. Overlooked for some time, the Douglas Treaties are now shaping jurisprudence.
Likewise, transferring the six-storey, 94-year-old HBC department store in downtown Winnipeg to 34 First Nations in 2022 might be seen as a form of reconciliation. However, the company itself indicated “shifting consumer behaviour” was the reason for the handover.
Land and sovereignty
Beyond its treaties with Indigenous Peoples and support for settler farmers, HBC is further implicated in the formation of Canadian sovereign territory writ large.
If asked to name famous real estate transactions formative for state-making in North America, one might readily think of Louisiana or Alaska, but Canada, too, was created through purchase. HBC sold Rupert’s Land to the government of Canada for $1.5 million in 1869, forming a significant portion of what we now know as modern-day Canada.
Hudson’s Bay kept roughly seven million acres after the sale, ensuring it would remain a significant force well into the 20th century. Writing of its lands in the Success Belt in the Prairies, HBC argued:
“This land, with a cash payment, was retained as recompense for over 200 years of exploration, pioneering, and trading which the Company had done and without which Canada, as she is today, would not exist.”
Incremental HBC land sales over the coming decades were accompanied by catchy slogans like Victoria as “The Garden of Canada” or Edmonton as Canada’s “Farthest West.”
A pamphlet of HBC land sales in British Columbia and the Prairies. (Photo by Heather Whiteside)
HBC pamphlets advertised wharves, orchards, gardens, houses, estates, seashore lots, residential subdivisions, hotels and businesses in coastal and interior British Columbia, Alberta, Saskatchewan, Manitoba and northern Ontario.
It wasn’t until the mid-20th century that the company parted with its remaining residential acreages in Winnipeg in 1954 and Victoria in 1961.
A legacy that outlasts a ledger
The timing of the HBC’s bankruptcy dovetails with renewed anxieties about American annexation as U.S. President Donald Trump repeatedly threatens to turn Canada into the 51st state.
Such annexation anxieties are nothing new for Canada.
In the 1850s, United Kingdom parliamentary support for the HBC monopoly was driven in part by a desire to counter American influence. One English MP warned in 1857 that if the HBC’s trade between the Red River colony and London were to end, “the whole of it would be transferred to the United States.”
An old Hudson’s Bay Company store in foreground beside a new company store in background in Vancouver in 1918. (National Archives of Canada/W.H. Calder)
As Canadians look to protect the country from foreign threats, it helps to know how the country came to be in the first place. The long-running and multi-faceted role of the HBC is an integral part of Canada’s story; it has always been more than just a company.
Now saddled with $1 billion of debt, HBC’s demise seems inevitable. But its endurance beyond the original 1670 stockholders’ £4,720 investment speaks to its lasting impact. The HBC legacy will surely shape whatever’s next in store for Canada.
About the Author:Heather Whiteside is an Associate Professor of Political Science at the University of Waterloo.
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.
