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Retail market showing resilience despite headwinds: Morguard’s Keith Reading

Photo: Antoni Shkraba Studio
Photo: Antoni Shkraba Studio

Despite mounting economic headwinds and high-profile retail closures, Canada’s retail sector is showing signs of resilience and adaptability, according to Keith Reading, Senior Director of Research at Morguard.

“It’s sort of an interesting time for retail,” says Reading. “On the one hand, there’s certainly been some successes over the last couple of years. Retail’s outperformed expectations in terms of growth and expansion. Rents have held up pretty well. We’ve got shortages of high quality space in several markets. So it’s been a good run.”

However, Reading notes that conditions have shifted in recent months.

Keith Reading
Keith Reading

“In the last six months or so, we’ve had some pretty significant headwinds begin to show themselves,” he explains. “And those are not just from a macro standpoint in terms of what’s going on with our friends in the south and what that will mean economically. Concerns with inflation and prices rising. Interest rates are still, although they’ve come down, a little bit restrictive.”

Among the challenges, Reading highlights a wave of retail closures, including major names.

“We’ve had some closures that are pretty high profile. Hudson’s Bay being one of them. But not just Hudson’s Bay. We’ve seen a few others.I mean, the Beer Store, those locations. There’s a pretty good list of closures. We’re now seeing the closure of a couple of Whole Foods in Toronto, which I think, who would’ve thought that?”

Still, he points to bright spots within the sector.

“We’ve also seen some pretty healthy growth, particularly in service retail and discounters,” says Reading. “We’re seeing condos built across the country. They’re not necessarily filling up as quickly as we’ve seen in the past and we all know the issues with the condo market. But some pretty healthy growth with respect to grocery stores in some of those condos and other types of service retail, banks, nail salons, all the things that people need on an everyday basis.”

Looking ahead to the rest of the year, Reading anticipates continued market movement and adjustment.

“We’re seeing quite a lot of churn in the market,” he says. “With those closures and openings, we’re seeing quite a few companies adjust to things like higher costs of product, particularly imported product. So I think you’re going to see a lot of churn still over the balance of the year.”

Economic uncertainty continues to weigh on retail decision-making.

“You’ve got retailers that are concerned again about inflation, concerned about interest rates, concerned that the job market’s kind of taken a bit of a nosedive as well. So what that’s going to mean for retail sales and particularly discretionary spending,” says Reading. “So I think retailers are going to be quite wary. And I think you’ll see a little bit of pullback on expansions just as retailers sort of adopt a wait-and-see stance with respect to the rest of the year.”

Retailers are hoping for stabilization in trade and supply chains, but Reading says confidence remains shaky.

“The hope is that, in an ideal world, we’ll get a trade deal with the U.S., things will settle down, and then the retailers, the supply chains, the wholesalers will adjust accordingly,” he notes. “Right now there’s so much uncertainty. I saw a CEO survey the other day where the consensus was that it’s not if we’ll have a recession, it’s when. And so I think those types of headlines, retailers look at those and say, ‘Okay, we’ve expanded in the past couple of years. Now’s maybe the time to wait a little bit.’”

As for market performance, Reading predicts a temporary cooling.

“I think the retail market will slow a little bit,” he says. “But as we’ve seen for quite a few years now, the Canadian consumer has been more resilient than I think we expected. So I think we’ll just see sort of a flattening or a leveling off over the balance of the year. And then I think we’ll see what happens at the holiday season. And then I think in 2026, hopefully things will start to look much better.”

On the investment side, recent activity is signaling longer-term confidence in the sector.

“We’ve seen a few significant malls sell recently, particularly in Quebec, but in other parts of the country as well,” Reading adds. “And I think that’s a real signal that there is some optimism with regard to the medium to long term in terms of just where we think retail will be.”

Reading says many of these acquisitions involve repositioning plans and mixed-use development strategies.

“We’ve had quite a few private capital buyers buy malls, the intention is to add some residential, reposition the mall a little bit,” he says. “So I think there is a real sense of optimism for the medium to long term. I just think we’re in for a little bit of choppy waters, I think, over the next six to 12 months.”

The recent Morguard report on real estate can be found here.

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Peavey Mart Set to Relaunch Under New Ownership

Image: Peavey Mart

Peavey Mart, once the largest farm and ranch retailer in Canada, is preparing for a revival after shutting down operations earlier this year. Backed by a group of well-capitalized investors, the company will reopen select prairie locations in late fall 2025, beginning with stores in Spruce Grove, Westlock, Camrose, and Lacombe.

The new owners, operating under 2707162 Alberta Ltd., have acquired the rights to the Peavey Mart name and associated intellectual property from the now-defunct Peavey Industries LP. According to a statement, the relaunch will proceed without bank debt, an approach designed to ensure greater financial stability.

“We know that the closure of Peavey Mart stores left a gap for many customers,” said Doug Anderson, speaking on behalf of the new investors. “Our ownership group recognizes the importance of Peavey Mart in the Canadian retail landscape, and we’re grateful for the opportunity to relaunch the brand in these communities.”

Building a New Foundation

The investors have secured 40,000 square feet of distribution space in Red Deer, Alberta, which will serve as the operational hub for the relaunched chain. The group has also assembled a leadership team, with Kurt Schultz overseeing operations.

Schultz emphasized that the revived Peavey Mart will remain focused on its traditional core customers. “We’re bringing back the Peavey Mart that people know and love, a Peavey Mart focused on the needs of the farmer, rancher, and homesteader with a strong emphasis on providing value for dollars spent in our stores,” he said.

The new iteration of Peavey Mart will carry many of the familiar brands that defined its product mix, including DeWALT, Dickies, Scotts, Harvest Goodness, Rolling Acres, and Pit Boss. At the same time, the company has signaled a greater emphasis on high-quality, unique, and locally sourced items that align with the Canadian entrepreneurial spirit.

Image: Peavey Mart

A Canadian Retailer with a Tumultuous Past

Peavey Mart’s return comes just months after the chain abruptly shuttered all of its more than 90 stores across the country. Based in Red Deer, Alberta, the retailer had long been a cornerstone for rural and small-town customers, offering agricultural equipment, hardware, workwear, and home improvement products.

The company’s history stretches back to 1967, when it was founded in Winnipeg as National Farmway Stores by the Minneapolis-based Peavey Company. After its rebranding as Peavey Mart in 1974, the business expanded across Western Canada. In 1984, following ConAgra’s acquisition of the Peavey Company, Canadian management acquired Peavey Mart outright, making it a wholly Canadian-owned retailer.

The company grew further after acquiring Ontario-based TSC Stores in 2016 and later expanding its presence in Manitoba. In 2020, Peavey Industries secured the Canadian master license for Ace Hardware, adding more than 100 locations to its retail portfolio.

From Expansion to Collapse

Despite its ambitious growth, Peavey Mart struggled in the years leading up to its closure. Early in 2025, the company began shutting down underperforming locations in Ontario and Nova Scotia. By spring, all stores nationwide were liquidated.

Industry analysts pointed to multiple challenges: declining consumer confidence, inflationary pressures, rising operating costs, supply chain disruptions, and increased competition from Canadian Tire and Home Depot. The retailer sought creditor protection as it faced mounting financial troubles, and by April 2025, every store had closed.

The collapse was particularly felt in rural communities, where Peavey Mart often served as a primary supplier for essential farm and ranch products. While many customers expressed dismay at the closures, some admitted to shopping less frequently, with liquidation events drawing more traffic than regular operations.

Image: Peavey Mart

A Focused Path Forward

The new ownership group aims to avoid repeating the missteps of the past. Plans call for reopening a core group of 7 to 12 locations across Alberta and Saskatchewan, rather than attempting a broad national footprint. The goal, according to Schultz, is to create an agile culture where store teams and operations work closely together to respond to customer needs.

“Creating an agile business model is critical to our success,” Schultz said. “This will ensure we can pivot quickly to meet customer expectations and build a profitable operation that lasts.”

By scaling back to a manageable regional footprint and avoiding heavy debt, the investors hope to create a leaner, more sustainable version of the brand. Whether this new chapter succeeds will depend not only on financial discipline but also on winning back customers who once relied on the retailer as part of daily rural life.

Community Expectations

The relaunch signals an important test for Canadian retail in the prairies. As large chains continue to dominate, Peavey Mart’s comeback represents an effort to preserve a distinctly regional model that caters to farmers, ranchers, and homesteaders.

The company’s focus on locally sourced products also reflects a broader consumer trend toward supporting Canadian-made goods. By aligning itself with that movement, Peavey Mart may carve out a more resilient niche in a competitive market.

Still, the road ahead will be difficult. National chains retain a significant advantage in scale, pricing, and logistics. Peavey Mart’s survival may depend on its ability to maintain strong community ties while adapting to modern retail realities.

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Shoppers Foundation for Women’s Health commits $1.75M to support further advances in women’s health equity

Source: Shoppers Foundation for Women's Health
Source: Shoppers Foundation for Women's Health

There’s a crisis in women’s health: only 7% of national funding is allocated to women’s health research yet 70% of patients with “medically unexplained symptoms” are women. The disparity in research funding and increased burden of disease for women is leading to a lack of access to high quality care – and putting women’s lives at risk. Shoppers Foundation for Women’s Health has invested $1.75 million through its Community Grants Program to help improve the state of women’s healthcare across Canada.

The work of the 27 organizations receiving grants valued up to a maximum of $100,000 this year spans the women’s health landscape addressing areas including improving access to health supports for women experiencing homelessness, gender-based violence, and those in remote or rural communities, as well as initiatives focused on maternal health, menstrual equity, and mental health, it said.

“The funding delivered across Canada through our Community Grants program supports vital local charitable programs, awareness initiatives and improved access to care for women,” said Paulette Minard, Director of Community Investment at Shoppers Foundation for Women’s Health. “Working together with these grant recipients, Shoppers Foundation for Women’s Health is committed to making care more equitable and accessible so that all women in Canada can lead healthier lives.”

Shoppers Foundation for Women’s Health – the charitable arm of Shoppers Drug Mart – is committed to helping Canadian women lead healthier lives, by making care more equitable and accessible. The Foundation will invest $50M by 2026 to address some of the most pressing health inequities facing women, including lack of representation in health research, barriers to accessing mental healthcare, and the urgent consequences women disproportionately face due to poverty and domestic violence.

Since 2022, the Foundation has supported 99 community-led organizations including The BC Society of Transition Houses (BCSTH) through its Community Grants Program. BCSTH supports an extensive network of member organizations that represent anti-violence workers throughout British Columbia who provide services in women’s transitional housing, safe homes and PEACE counselling programs for children and youth. With a donation of $100,000 from Shoppers Foundation for Women’s Health, BCSTH was able to address menstrual education and equity as well as increase support through its BCSTH Menstrual Equity Project, said the Foundation.

“We are proud to partner with Shoppers Foundation for Women’s Health to address critical gaps in women’s healthcare,” said Amy S. FitzGerald, Executive Director at the BC Society of Transition Houses. “Violence impacts not only women’s safety and health, but also creates significant financial barriers to equality and well-being. With this grant, we were able to provide menstrual products to nearly 5,000 women, many in rural, remote, and Indigenous communities. This initiative has helped ease some of the burdens faced by women and girls living with violence, and we are deeply appreciative of the continued support from Shoppers Foundation for Women’s Health.”

Photo: Shoppers Foundation for Women's Health
Photo: Shoppers Foundation for Women’s Health

The full list of recipients of this year’s Community Grants program include:

Access to Care 

Gender-Based Violence   

Maternal Health

Menstrual Equity  


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Solving the Sourcing Disconnect: How retailers can reclaim control of their import networks: TradeBeyond (Op-Ed)

Photo: Sam Lion
Photo: Sam Lion

By Rob Garrison, Senior Director of Enterprise, TradeBeyond

When Amazon pioneered “one click” purchasing and delivery, it radically changed how products were sold. How many clicks does it take for an importer to buy their products? For decades, major retailers have invested in enterprise systems that promised efficiency, transparency, and cost control. Today, however, those systems are being tested like never before. Two-thirds of American consumers are cutting back on discretionary spending, even before many tariff-driven price increases hit the shelves, while middle-income suburban households, once a reliable source of seasonal revenue, are acting increasingly price sensitive. At the same time, retailers are accelerating shipments, adjusting sourcing strategies, and expanding private label lines to protect margins. At present, legacy workflows and disconnected tech stacks leave retailers struggling to respond quickly to market shifts, rising costs, and rapidly evolving consumer expectations. The result is a sourcing disconnect that threatens speed to market, margin, and customer engagement unless upstream supply chain visibility and collaboration are radically improved. 

In many global sourcing organizations, the systems of record (whether ERP, PLM, or order management platforms) do their job well enough raising the order. However, upstream from order placement, chaos often reigns. Teams working on sourcing, product development, vendor management, compliance, order management, and logistics are using manual tools or legacy systems that don’t communicate with each other. Data is locked in static spreadsheets, feedback loops are slow, and collaboration is superficial. 

Rob Harrison
Rob Harrison

Consider the stakes, high margin private label products often take 225 days from design to deliver. The complexity of managing the network is outpacing manual solutions. Beyond inefficiency, this has a significant adverse impact on sales. Time to market is critical in order to remain competitive in an always on sales environment.

This fragmentation creates heightened risk in today’s retail environment. As retailers rush shipments to avoid tariff increases, recalibrate sourcing to manage rising costs, and expand private label assortments to appeal to value-conscious consumers, a lack of real-time visibility into supplier performance, timelines, and costs makes agile decision-making nearly impossible. Retailers may miss opportunities to optimize product mixes, adjust pricing ladders, or launch new offerings that align with shifting consumer expectations. 

The Case for an Operational Backbone

Retailers don’t need more systems, they need smarter connectivity between the systems and stakeholders they already rely on. What’s required is an operational backbone that bridges the gap between internal teams and external partners across the globe. 

A centralized, modular platform enables real-time collaboration across product development, sourcing, quality control, ethical compliance, and logistics tracking while integrating seamlessly with existing ERP, PLM, and warehouse systems. It must orchestrate the entire supplier ecosystem and be intuitive enough for non-technical users, whether a merchandiser in New York, a factory manager in Dhaka, or a sourcing partner adjusting production for private label strategies. Such a platform ensures that cost, quality, and lead-time data are visible to all stakeholders, helping retailers react quickly to tariffs, price fluctuations, and changing consumer sentiment.

Driving Change Without Disruption

Digital transformation doesn’t have to mean ripping out existing infrastructure. The most effective solutions augment what’s already in place, bringing structure and visibility to areas that have been historically underserved by technology. Implementation can be tackled in phases, with a focus on quick wins such as supplier onboarding, milestone tracking, or digital sample rooms, to build momentum. The goal is to create a single version of the truth of one shared hub where all stakeholders can access accurate, up-to-date information about products, timelines, and supplier performance. 

Importantly, use adoption must be at the core of any rollout. Suppliers and vendors need localized training, mobile accessibility, and in some cases, integrations with platforms they already use (such as messaging tools or regional portals). If partners can’t or won’t use the system, the value is lost. 

Real-World Impact

Retailers who have embraced this type of upstream connectivity are seeing measurable results like:

  • Improved time to market to enhance sales outcomes
  • Significant reductions in product development and sourcing timelines
  • Faster, more informed decision across merchandising and operations
  • Improved vendor compliance and fewer quality issues
  • Reduced reliance on spreadsheets, manual rework, and email chains
  • Greater flexibility to respond to market and supply chain volatility

One major retailer onboarded more than 18,000 vendors within six months by focusing on supplier enablement and internal alignment. Others have used similar platforms to cut days, (or even weeks) from their seasonal calendars, all while improving collaboration across functions. 

As retail continues to transform, big players face a choice between continuing to patch legacy workflows with manual processes, or invest in a unified operational layer that gives them full control and visibility into the early stages of the supply chain. Contrary to popular belief, transformation doesn’t begin with data, it begins with better collaboration. For large retailers juggling speed, scale, and sustainability, there’s never been a better time to connect the dots.

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Canadian Retail Sales Rise 5.9% in June on Travel Shift

Summer tourists in Banff, AB. Image: Banff Tourism

By J.C. Williams Group

June proved to be a robust month for Canadian retail as total sales grew by an impressive 5.9% YOY. Stripping away automotive, food, and pharmacy categories reveals an even more striking growth of 7.1% YOY.

Despite being down -1.1% YOY for June, alcohol sales showed surprising resilience relative to their prolonged slump throughout 2025. American wine imports, which fell by a staggering 94% in April, set the tone for a broader alcohol market influenced by both economic and consumer shifts. With many retailers struggling to source affordable imported wine, consumers appear to be choosing budget-friendly Canadian alcohol options or even abstaining from purchasing alcohol altogether. Wine, in particular, is under extra pressure, with sales down 13% YOY from March to June.

Interestingly, Cannabis Stores (up 18.4% YOY) have emerged as a bright spot, easily outpacing alcohol. There’s reason to think tighter access to American alcohol may have prompted some consumers to explore cannabis as an alternative leisure option. Additionally, the growth might reflect improved market maturity, possibly due to new cannabis retailers being added to the data set during the month.

Retail benefitted significantly from Canadians prioritizing domestic travel over international getaways, a trend amplified by the ongoing boycott of travel to the U.S. During June, Canadian travel to the United States fell by a sharp 28.7% YOY, and this regional redirection translated into growing sales in key provinces. For example, British Columbia (up 7.0% YOY) showed strong retail momentum, much of which is likely tied to increased activity around Vancouver’s (up 8.7% YOY) bustling tourism industry. The Maritimes posted 5.0% growth YTD, underscoring their success in attracting nature-hungry travelers seeking oceanside relaxation.

Interestingly, Toronto—a staple for both domestic and international tourism—saw sales rise by only 2.0% YOY. While still positive, this smaller bump may hint that Canadians are favoring outdoor and regional experiences over city-oriented travel destinations.

As we approach fall, JCWG is currently thinking about:

  • How aggressively will tariffs influence back-to-school shopping patterns, particularly for categories like apparel and electronics?
  • Prime Day was a strong contender in July—will it dampen traditional brick-and-mortar sales data?
  • Vacancies driven by Hudson’s Bay closures are reshaping the real estate footprint across Canada. How will this space be repurposed, and who will fill the gap?
  • Will Simons’ recent expansion in Ontario translate into sustained retail success, setting the stage for new competitors in fashion and home goods?
  • With holiday creep ramping up earlier every year—Harrods in London is already showcasing Christmas displays—how will these extended seasons affect consumer spending on fall categories?
  • How are YOU preparing for the upcoming fall season?

Retail Sales by Product Category, Same Month Comparison

Sales for the Month of JuneJun-25Jun-24YOY
All Stores72,745,12568,724,6225.85%
Motor Vehicle and Parts Dealers20,521,75818,571,81910.50%
Gasoline Stations6,303,5506,713,505-6.11%
All Stores Less Automotive45,919,81743,439,2985.71%
Food and Beverage Stores13,517,35813,334,1681.37%
Supermarkets and Other Grocery Stores*9,488,4659,307,4561.94%
Convenience Stores750,351764,762-1.88%
Specialty Food Stores992,322949,7004.49%
Beer, Wine and Liquor Stores2,286,2192,312,250-1.13%
Health and Personal Care Stores5,961,8505,420,07110.00%
All Stores Less Automotive, Food, and Pharmacies26,440,60924,685,0597.11%
General Merchandise Stores9,771,6759,308,0044.98%
Furniture, Home Furnishings, Electronic and Appliance Stores3,543,0603,385,0184.67%
Furniture Stores1,218,4211,169,1374.22%
Home Furnishings Stores737,224664,03211.02%
Electronics and Appliance Stores1,587,4141,551,8492.29%
Clothing and Accessories Stores3,855,4243,494,27510.34%
Clothing Stores3,019,0502,726,48010.73%
Shoe Stores423,047407,5163.81%
Jewellery, Luggage and Leather Goods Stores413,326360,27914.72%
Sporting Goods, Hobby, Book and Music Stores4,186,3393,822,0629.53%
Building Material and Garden Equipment5,084,1114,675,7008.73%
Miscellaneous Store Retailers2,798,2382,499,14111.97%
Cannabis Retailers480,203405,71218.36%

Retail Sales by Store Category, Year to Date Comparison

Year-to-Date Sales Ending JuneJun-25Jun-24YTD
All Stores403,454,909384,665,4844.88%
Motor Vehicle and Parts Dealers115,324,627106,567,4808.22%
Gasoline Stations36,521,43638,017,724-3.94%
All Stores Less Automotive251,608,846240,080,2804.80%
Food and Beverage Stores76,665,57274,625,3702.73%
Supermarkets and Other Grocery Stores*55,489,74753,596,1973.53%
Convenience Stores3,995,1294,201,305-4.91%
Specialty Food Stores5,380,4995,030,9726.95%
Beer, Wine and Liquor Stores11,800,19811,796,8970.03%
Health and Personal Care Stores35,369,48532,685,8638.21%
All Stores Less Automotive, Food, and Pharmacies139,573,789132,769,0475.13%
General Merchandise Stores53,233,80551,084,5514.21%
Furniture, Home Furnishings, Electronic and Appliance Stores20,850,04020,045,4404.01%
Furniture Stores6,905,6576,612,9244.43%
Home Furnishings Stores4,182,4833,930,9096.40%
Electronics and Appliance Stores9,761,9009,501,6082.74%
Clothing and Accessories Stores19,988,27918,269,5149.41%
Clothing Stores15,507,07814,119,7269.83%
Shoe Stores2,140,2442,139,6060.03%
Jewellery, Luggage and Leather Goods Stores2,340,9542,010,18116.45%
Sporting Goods, Hobby, Book and Music Stores22,456,01420,850,8197.70%
Building Material and Garden Equipment23,045,65122,518,7212.34%
Miscellaneous Store Retailers15,155,15613,554,54111.81%
Cannabis Retailers2,683,7332,446,3029.71%

Ecommerce Sales

Jun-25Jun-24
Ecommerce Sales, YTD23,864,06321,945,8678.74%
Ecommerce Sales, YOY4,063,0593,914,6673.79%

Regional Sales, Year to Date Comparison

RegionYear-to-Date, 2025Year-to-Date, 2024YTD
British Columbia55,429,67451,786,9937.03%
Vancouver28,255,25525,991,3248.71%
Alberta52,482,48749,686,1595.63%
Prairies*26,945,68725,546,0775.48%
Ontario150,098,116143,848,8514.34%
Toronto66,341,48465,012,9862.04%
Québec89,490,92786,175,8823.85%
Montréal44,458,70142,906,8203.62%
Atlantic Canada27,544,83726,235,9674.99%
Territories1,463,1831,385,5585.60%

Thank you J.C. Williams Group for this report.

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Retail Insider the magazine Launches ‘Canada Proud’ Issue

Retail Insider has released a new edition of Retail Insider the magazine, marking the first in a series of themed issues that will now be published with greater frequency. The latest release, titled the Canadian Pride Issue, highlights the resilience, innovation, and identity of Canadian retail as it navigates both challenges and opportunities in 2025.

A Focus on Canadian Stories

This issue takes a close look at several notable players in the retail landscape. Browns Shoes, a fourth-generation family-owned retailer, shares insights into its national expansion strategy, including relocations, omni-channel investments, and leadership continuity. Edo Japan, a Calgary-based quick-service restaurant brand, outlines its plans for national growth, with an emphasis on Canadian sourcing, menu innovation, and its first U.S. pilot projects. Gather Packaging, meanwhile, details its move to bring paper bag manufacturing back to Toronto, highlighting sustainability, quality, and domestic supply chain resilience.

Beyond feature profiles, the magazine includes analysis on the state of retail in Canada. The “Insider Insights” section provides data-driven updates on sales performance, employment trends, and the impact of new tariffs on the retail economy. “Main Street Matters” makes a strong case for supporting local businesses at a time when independent retailers face cost pressures but also enjoy strong consumer loyalty. The “Evolution of Retail” feature explores broader shifts, from sourcing strategies to marketing innovation, as Canadian retailers adapt to inflation, automation, and shifting global dynamics.

The Start of More Frequent Issues

This release is the first of what will be a more regular cadence of themed magazine editions from Retail Insider. Each issue will spotlight major developments, brands, and themes shaping Canadian retail, providing industry professionals and readers with deeper context and insights into the market.

Publisher Craig Patterson notes that this Canadian Pride Issue sets the tone for what readers can expect going forward: a blend of in-depth profiles, timely data, and thoughtful commentary on the future of retail in Canada. “We are proud to be expanding our coverage through these themed issues, giving even more attention to the people and companies that define Canadian retail today,” Patterson said.

Where to Read the Magazine

The full issue of Retail Insider the magazine is available to read online, offering industry professionals, retailers, and consumers an inside look at the stories shaping the sector. With this new approach, Retail Insider aims to enrich dialogue within the retail community while celebrating the innovation and resilience that continue to drive Canadian retail forward.

[Read the new issue here]

Poppys Collection Rallies Support for Newfoundland Wildfires

Poppys Collection storefront in Port Carling, ON

The tight-knit community of Small Point–Adams Cove in Newfoundland has been devastated by a series of wildfires this summer, leaving hundreds of families without homes, schools, and basic necessities. Over 200 structures have been destroyed across Conception Bay North, including residences in Small Point, Broad Cove, Blackhead, and Adams Cove, as well as in neighbouring towns such as Western Bay and Ochre Pit Cove. Evacuation orders remain in place for many areas, and a regional state of emergency has been declared.

The fires, which have ravaged nearly 11,000 hectares of land, are considered among the most destructive in the province’s recent history. The response has involved the Newfoundland and Labrador government, Canadian Armed Forces, volunteer firefighters, and neighbouring provinces, with aerial and ground crews working tirelessly to contain the flames. Yet, for many residents, the devastation is already permanent.

Kathryn McNally, founder of Poppys Collection

“It’s absolutely devastating,” said Kathryn McNally, founder of Poppys Collection, in an interview with Retail Insider. “Today it’s out that 200 homes have been destroyed, and there have also been schools lost. Even for families who might eventually go back, their children may have no school to return to. It’s heartbreaking.”

For McNally, the crisis is more than a headline. Her mother grew up in Small Point, where generations of her family lived, and her own summers as a child were spent in the community. Poppys Collection, her Muskoka-based boutique, was founded on values of family, tradition, and intergenerational ties. Those same values now underpin her efforts to rally support for the community that helped shape her.

“My mom’s family is from Small Point,” McNally explained. “I spent my summers as a kid there, and we still have a house in the community. My sister was actually evacuated during the fire with my niece. We’ve always had such strong ties, and to see it all threatened like this is devastating.”

Flames rise from a wildfire near Adam’s Cove. Photo by Krista Noble/Facebook

Fundraising Through Retail

In response, Poppys Collection has launched a fundraising initiative to aid those affected by the Small Point Newfoundland wildfires. The retailer is selling raffle tickets for $25 each, with proceeds directed to trusted organizations including the Red Cross, Salvation Army, and local charities on the ground.

The raffle prize is fittingly symbolic: a giant Jellycat whale, chosen to reflect Newfoundland’s maritime heritage. 

“It felt very appropriate to raise money for Newfoundland with a giant blue whale,” McNally said. “Small Point is such a special spot where you can see whales from the shore. It’s unique, and it’s just heartbreaking to see this kind of destruction in a place so full of natural beauty.”

Tickets are available both in-store and online, with the winning draw set for Labour Day weekend. McNally is also donating a portion of Poppys Collection’s retail sales to support the relief effort.

“We don’t have a set fundraising goal because we simply don’t know the full extent of the damage yet,” she explained. “The evacuation orders are still in place, so the more we can raise, the better. Families need as much support as possible.”

Kathryn McNally as a child fishing in the Newfoundland Community.

Retail as a Platform for Change

Independent retailers like Poppys Collection are increasingly using their platforms to respond to social and environmental crises. For McNally, the decision was instinctive. “This isn’t just about business, it’s about community,” she said. “Poppys has always been about families and creating connections, and that extends beyond Muskoka. This is about standing up for the people of Small Point.”

Located in Port Carling, Muskoka, Poppys Collection has been a seasonal and year-round destination for high-quality children’s and women’s apparel for nearly a decade. The store emphasizes curated collections, often from woman-owned and mom-run brands, and has built a loyal following among locals and seasonal visitors alike. Beyond clothing, the retailer has established itself as a community hub, hosting activities and events designed to bring families together.

Now, McNally is channelling that same spirit into disaster relief. “We’ve had such a great summer at the shop,” she reflected. “So many new and familiar faces have come by, and we’re grateful for the support. It makes it even more meaningful to be able to turn that success into something that can help others.”

The Broader Impact of Wildfires

Wildfires have become a recurring threat across Canada, with climate change intensifying both their frequency and severity. In Newfoundland, where such large-scale fires have historically been rare, the Small Point Newfoundland wildfires underscore a shifting reality.

The province has already experienced twelve wildfires this year, with May marking the start of an unusually destructive season. While recent weather conditions have aided suppression efforts, the long-term impacts on communities and ecosystems will be profound.

Local businesses in Newfoundland have also been disrupted, from fishing operations to tourism-based enterprises. For towns like Small Point and Western Bay, where seasonal activity contributes heavily to the local economy, the destruction of homes and infrastructure may take years to overcome.

Kathryn McNally as a child with her grandfather in the Newfoundland Community.

A Call to Action

McNally hopes her initiative will inspire others to support Newfoundland families during this crisis. “It’s not just about one store or one fundraiser,” she said. “It’s about people across Canada coming together. Whether it’s through a raffle ticket, a donation, or simply sharing the story, every action helps.”

The raffle will remain open until Labour Day weekend, but Poppys Collection is also encouraging ongoing support for the charities involved. As recovery continues, funds will be needed for rebuilding homes, replacing lost belongings, and restoring vital community services such as schools.

“This is about hope,” McNally emphasized. “When you’ve lost everything, knowing that people care can make all the difference. I want the people of Small Point to know they’re not alone.”

[Buy raffle tickets here]

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Groups praise Government of Canada for removal of retaliatory tariffs

US President Donald Trump. Photo: Slate.com

Restaurants Canada said Friday it is pleased with the announcement that Canada will lift its retaliatory tariffs on U.S. food products. After months of uncertainty and negative impacts, this long-awaited measure will provide relief to thousands of businesses across the country and address Canada’s affordability crisis, it said in a statement.

“Restaurants Canada estimates that retaliatory tariffs were resulting in at least $100 million a month in additional costs to the foodservice industry. While Canadians were navigating affordability challenges, including food inflation, this added burden was largely absorbed by foodservice businesses, 40% of whom were operating at a loss or just breaking even. In addition, many of the food products that were targeted by retaliatory tariffs were not available domestically or from other markets,” it said.

“Restaurants Canada has been one of the leaders in lobbying the federal government to remove retaliatory tariffs on food for several months. In partnership with other food associations, Restaurants Canada sent a letter on the urgent need for this relief to several Ministers and all opposition parties.”

Richard Alexander
Richard Alexander

“The removal of retaliatory tariffs by the Canadian government today will help Canadians with the affordability crisis and will protect the 1.2 million jobs in the foodservice industry,” said Richard Alexander, Executive Vice President, Government Relations and Public Affairs with Restaurants Canada.

“We support the federal government in taking a more targeted approach in its negotiations with the United States.”

Restaurants Canada said it continues to encourage the Government of Canada to work with stakeholders and trade partners to improve the Canada-U.S. trade relationship, and to pursue trade diversification for the benefit of Canadian businesses and consumers. As well, it continues to advocate for the removal of interprovincial trade barriers.

Corinne Pohlmann, Executive Vice-President, Advocacy, Canadian Federation of Independent Business (CFIB), said the CFIB welcomes Ottawa’s decision to drop some of its retaliatory tariffs on U.S. goods.

“This is a step in the right direction and will take some of the pressure off Canadian small businesses as trade talks continue,” she said.

Corinne Pohlmann
Corinne Pohlmann

“Many small business owners have told us that Canada’s retaliatory measures were almost as damaging as the U.S. tariffs themselves. Nearly six in 10 small firms report they were hurt by Canada’s counter-tariffs, with only steel and aluminum tariffs doing more harm. Those were not touched today, so the challenges for those businesses remain. While small firms were in favour of Canadian counter tariffs as the trade war began, their support has been falling since February.

“Today’s announcement provides some relief going forward; however, businesses have already paid millions of dollars in counter-tariffs. We urge Ottawa to immediately release its tariff revenue to small businesses directly and indirectly affected by trade disruptions and work quickly to resolve small business requests still tied up in the remissions process.”

Catherine Fortin LeFaivre
Catherine Fortin LeFaivre

Catherine Fortin LeFaivre, SVP, International Policy and Global Partnerships, Canadian Chamber of Commerce, said: “At a time of heightened trade tensions, it is essential these adjustments be carefully calibrated in close consultation with Canada’s business community. Decisions made today will have ripple effects for supply chains, employers and consumers, and must be managed with care to preserve long-term competitiveness. 

“Our focus must remain on securing a durable, predictable arrangement with the United States — one that gives businesses and consumers confidence not just for weeks, but for years. However, we will wait to evaluate a deal until one is on the table. Stability and certainty are the foundations of North America’s integrated economy and competitiveness.  

“Sectoral tariff impacts around agriculture, steel, aluminum and copper have borne the brunt of this dispute. Unlike other industries, they have no CUSMA exemption process to ease the pressure. Canada must work closely with these businesses to calibrate our response while pressing for a lasting resolution with the U.S. and other trade partners. 

“As Canada’s largest and most activated business network, we will continue working with government and industry to ensure public policy delivers a strong economy, long-term prosperity, and a better life for all.”

Photo- Per Bank LinkedIn
Photo- Per Bank LinkedIn

In a LinkedIn post, Per Bank, CEO and President of Loblaw Companies Ltd., said: “This is a big development – for Canadian consumers and businesses. It means that, in the days and weeks ahead, the price of goods in our stores impacted by tariffs will come down. Prices will come down over time, as we sell-through inventory that was purchased based on tariffed pricing. For our business, thankfully, this also means that we will soon be able to remove the “T” symbols on the over 4,000 impacted items on our shelves.

“This is certainly good news, especially for consumers impacted by the higher costs caused by tariffs. But I want to be transparent… just as it took time for tariffs to start impacting goods based on the inventory we had on hand, it will also take time for tariff-related pricing to come off what we have in-stock. We will definitely look for ways to accelerate the benefit for consumers, and I will reiterate: as tariffs come off items, any tariff-related pricing changes will also be entirely removed, penny for penny.

“I’ll also echo something Mark Carney said during his press conference today. Like the Canadian government, Loblaw has been working to create more resilience and diversity in our sourcing and supply chain strategy. One of the few benefits of this trade war has been some great new Canadian and foreign supplier partnerships (we added more than a hundred new Canadian suppliers) that help us mitigate risk throughout our business and expand our network of suppliers. We will continue to proceed with this part of our sourcing strategy, especially where it will lead to better costs for us and better prices for consumers.

“Until all the tariffs come off entirely there will still be lots of choice to buy what you want without tariffs and perhaps this will even benefit Canadian suppliers.”

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J2 Retail Management Expands Retail Partnerships

J2 Retail Management
Image: J2 Retail Management

Toronto-based J2 Retail Management is carving out an increasingly important role in supporting both domestic and international retailers entering or expanding in North America. Founded in 2012, the privately held firm has become a one-stop solution for brands requiring operational, merchandising, and logistical support to launch or sustain retail operations.

Led by co-owners Jodie Wolfe, Chief Executive Officer, and Brian LeSaux, President, the company has built its reputation by helping brands execute across the full retail spectrum, from initial leasing and store design to merchandising, logistics, staffing, and ongoing operations. Its reach now spans Canada and the United States, with freelance merchandisers supporting large-scale activations in both countries.

Jodie Wolfe

“We’ve really honed in on being the operational partner for brands that might not have people on the ground here,” explained LeSaux. “Whether a company is based in the U.S., the U.K., or elsewhere, we can step in and do everything from store setups and merchandising to supply chain and IT support.”

Supporting Major Retail Rollouts

The company’s capabilities extend well beyond simple merchandising. Wolfe emphasized that J2’s role often starts at the very beginning of a retailer’s entry into the market. “We help clients open D2C stores, from planning and leasing to design and product mix,” she said. “We’re there to make sure they have a clear path to execution.”

LeSaux added that scalability has been a defining factor. “We’re currently working with a substantial number of freelance merchandisers. That allows us to service major accounts in the U.S., such as Macy’s, Kohl’s, and Dillard’s, while also maintaining a presence across Canada in retailers ranging from Walmart to independents,” he explained.

Brian LeSaux

This scale enables J2 to manage thousands of daily store visits across multiple geographies. According to LeSaux, this kind of reach is critical for wholesale and department store activations where door counts are large and brand consistency across locations is essential.

Choosing the Right Partners

While J2 offers end-to-end services, Wolfe and LeSaux emphasized that alignment with the client’s vision is crucial. “We really want customers who come to us with a solid vision and are willing to partner with us and take our guidance,” said LeSaux. “We’ve had to turn down clients in the past when their goals didn’t fit.”

Wolfe added, “We’ve built a good business on integrity. Sometimes we have to say to a client that we’re not the right fit. It’s better to walk away than pursue something that isn’t viable.”

The leadership duo pointed to Simons as an example of a strong retail vision. “That store is phenomenal,” said LeSaux. “They’ve created a great product mix, strong fixtures, and an assortment that appeals to everyone. It shows what happens when a retailer has a clear vision.”

Preparing Retailers for Success

One recurring theme in the interview was preparation. LeSaux was direct about the risks of rushing. “You only have one shot to make a first impression,” he said. “If you open a store and disappoint, customers are unlikely to return.”

He described J2’s role as helping clients fully prepare before committing. “You need a realized plan for your assortment, operations, and financing. We often advise clients to delay openings until they’re ready. Otherwise, the risk of failure is high,” he explained.

Budgeting, too, is an area where J2 provides guidance. “It always costs more than you anticipate,” said LeSaux. “We recommend at least a 30% contingency for store build-outs to cover unexpected expenses.”

The Importance of Retail Relationships

Strong relationships between retailers and landlords are often the difference between long-term success and early struggles. For J2 Retail Management, these partnerships are central to the company’s philosophy and a recurring lesson it shares with clients entering the Canadian or U.S. markets.

“It’s all about the relationships,” said LeSaux. “When you’re opening stores in major shopping centres, you need a landlord who believes in your concept and is willing to work with you to ensure that it succeeds. That trust goes both ways. If they’re taking a chance on you, you have to deliver.”

Wolfe highlighted how mutual confidence can shape outcomes. “Once a landlord takes you in, they want you to stay. They don’t just want rent cheques; they want tenants that add vibrancy to their centres. That’s why we encourage our clients to treat landlords as long-term partners rather than transactional counterparts,” she said.

J2’s own experience has underscored the value of working with well-connected leasing partners. “We’ve worked with Oberfeld Snowcap for our leasing,” LeSaux noted. “They’re incredibly flexible and have strong relationships across the retail real estate industry. By combining their connections with our operational expertise, we’re able to secure the right spaces and set up our clients for success.”

LeSaux pointed out that the stakes are high. “Landlords have a lot invested in every square foot of their centres. If a tenant fails, it impacts not just the landlord’s bottom line, but also the neighbouring tenants. That’s why demonstrating that you have a sustainable concept is so critical.”

For J2, fostering these connections is part of its broader mission of guiding retailers through complex market entry. “Landlords want you to succeed,” said LeSaux. “If you succeed, they succeed. And if you fail, everyone feels it. That’s why we tell our clients: don’t view landlords as just property owners. See them as partners in your brand’s story.”

Beyond operations, J2 Retail Management also advises on product strategies and brand positioning. “Consumers want something different and exciting, not the same old assortment,” said LeSaux. “That means looking at both established and emerging brands, as well as reviving nostalgic names.”

He pointed to Buffalo Jeans as a recent example. “It’s a nostalgia brand that people remember from downtown Toronto. Bringing it back into malls is exciting for customers who say, ‘I haven’t seen this in years.’”

Even global brands have found success by returning to basics. Wolfe noted, “The best thing about Gap’s resurgence is that they went back to their roots. They’re offering strong, simple basics that resonate with customers again.”

Expansion and the Future of J2

Looking ahead, J2 is positioning itself for significant growth. While specifics remain confidential, LeSaux hinted at multiple upcoming store rollouts and new opportunities in showroom design.

“We’re fully invested in our D2C channel and have significant store openings coming,” he said. “We’re also exploring showroom strategies that give store teams a more interactive and engaging way to understand seasonal merchandising, beyond flat laydowns or digital walkthroughs.”

Wolfe added that the company continues to adapt as consumer expectations evolve. “Retail is always changing, but our ability to integrate logistics, merchandising, creative, and operations makes us a reliable partner for brands navigating this environment.”

What sets J2 Retail Management apart is its ability to provide an integrated suite of services that address every stage of the retail lifecycle. From warehouse management to creative activations, the company positions itself as both a practical operator and a strategic advisor.

“Whether it’s a large-format department store or a small independent, we have the expertise to get clients ready,” said LeSaux. “At the end of the day, our success is tied to theirs.”

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