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StyleDemocracy and 55 Rush Form Strategic Retail Partnership

By
Craig Patterson
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StyleDemocracy warehouse sale. Image: StyleDemocracy

Toronto-based StyleDemocracy, North America’s leading warehouse sale and retail event company, has entered into a strategic partnership with 55 Rush, a Canadian performance marketing agency known for its extensive digital reach and expertise in audience engagement. The collaboration is aimed at redefining how brands connect with Canadian consumers, combining in-person shopping experiences with data-driven marketing strategies.

The partnership will focus on customer acquisition, immersive brand engagement, and scalable marketing solutions for retailers across Canada. This joint approach will leverage both companies’ strengths to deliver campaigns that resonate with consumers and drive measurable results.

Innovative Campaign to Boost Lead Generation

At the heart of the partnership is a co-branded initiative called Win Your Wardrobe, designed to help retail brands attract new customers through high-impact contests and promotions. Participating brands will offer prizing and exclusive offers, while customers can opt in through promotional channels operated by both StyleDemocracy and 55 Rush.

Through this model, brands will gain first-party customer data, enabling targeted marketing beyond the campaign itself. With a combined digital network that spans email, social media, and online platforms, the collaboration provides access to an audience of over 5.5 million Canadians. This audience includes members of 55 Rush’s popular communities such as Student Life Network, Parent Life Network, Canadian Newcomers Network, Fanpass, and yconic.

Win Your Wardrobe — image via 55 Rush

Enhancing Warehouse Sales and Customer Experiences

StyleDemocracy has long been recognized as Canada’s leader in warehouse and sample sale events, having organized over 600 sales and having sold millions of units of merchandise. Its client list features major names including Nike, Adidas, PUMA, Ted Baker, and Steve Madden, OVO, and many other global brands with events often spanning up to 50,000 square feet in cities across Canada and the United States.

In addition to hosting these large-scale events, StyleDemocracy expanded into e-commerce during the pandemic, introducing high-energy digital sales that replicate the excitement of physical shopping. This diversification has allowed the company to support brands of all sizes while maintaining a strong focus on brand integrity, ensuring events align with each client’s image rather than relying on deep discounting.

With this new partnership, StyleDemocracy will incorporate 55 Rush’s experiential marketing expertise into future events, creating interactive activations that elevate the customer experience. “This partnership marks a pivotal moment for StyleDemocracy as we continue to improve and diversify the various solutions we provide to our clients,” said Oliver Berg, Executive Vice President of StyleDemocracy. “With 55 Rush, we’re building something that will offer our brand partners more creativity, more scale, and more measurable success.”

StyleDemocracy warehouse sale. Image: StyleDemocracy

Who is 55 Rush?

Founded in 2009 and headquartered in Toronto, 55 Rush has built its reputation on connecting brands with highly targeted audiences through performance-driven campaigns. The agency operates several large-scale online communities, including Student Life Network with over 2.5 million members, Parent Life Network with more than 2 million members, and Canadian Newcomers Network, which serves newcomers as they establish roots in Canada. These communities allow 55 Rush to deliver campaigns during pivotal life stages, making marketing efforts both timely and impactful.

The company’s client list includes Amazon, CIBC, JEEP, Tangerine, Embark, and dozens more, reflecting its ability to partner with some of the most recognized brands in the market. “We’re excited to expand our business into the retail space,” said Stephen Sills, Co-Founder of 55 Rush. “We’ve been collaborating with SD behind the scenes for almost a year, having already executed a number of projects, and we’re excited to officially announce our partnership.”

Why This Matters for Canadian Retail

By combining StyleDemocracy’s event management capabilities with 55 Rush’s digital-first approach, this partnership offers a comprehensive solution for retailers navigating a competitive market. The initiative addresses a growing need for strategies that merge physical retail experiences with digital engagement, delivering results both in-store and online.

For brands, the value lies in measurable outcomes: lead generation, increased traffic, and meaningful customer interactions. For consumers, the collaboration promises unique shopping experiences backed by targeted, relevant offers.

With a combined reach of over 5.5 million engaged Canadians, the alliance between StyleDemocracy and 55 Rush signals a shift toward integrated retail marketing that blends community-driven engagement with experiential commerce.

If you’re interested in learning more, please contact Oliver at: oliver@styledemocracy.com

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Ryde Canada’s Kervy Diaz on launching a new wellbeing drink brand and rapid retail expansion

By
Mario Toneguzzi
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Photo: Ryde
Photo: Ryde

Ryde Canada is making waves in the fast-growing wellbeing beverage market, and Kervy Diaz, head of wellbeing and stimulation at Ryde, says the brand has ambitious plans to expand its retail footprint across the country.

Launched in 2023, Ryde began with a small footprint in Circle K Ontario downtown and has since added Rabba and several independent retailers. “The first six months were really to understand how consumers behave and how retailers accept the brand. So we wanted a dry run on the retail side. We also launched on Amazon. It’s been quite a fun couple of months since we launched,” said Diaz.

Kervy Diaz
Kervy Diaz

The idea behind Ryde stems from a desire to make a real difference in the wellbeing industry. “We felt, and still feel, there are a lot of products out there that claim to be efficacious or clean but don’t necessarily deliver to consumer standards. We saw an opportunity.”

Ryde simultaneously launched in three markets: Australia, the US, and Canada. “The objective is really to solve a consumer problem — looking for specific benefits that can help them in day-to-day life, making it simpler,” Diaz explained.

Currently, Ryde offers three SKUs in Canada: Energy, Focus, and Relax. “We have Energy, which is basically a tropical flavour, kind of a boost when you need it but with less jitter. Then Focus, which is an orange taste, really for when you need fuel in your mind, when you need to concentrate and elevate. Then Relax, for when you want to unwind, which is a raspberry taste,” Diaz detailed. All are sold in a convenient 60 ml shot format with transparent ingredient labeling aimed at today’s knowledgeable consumers.

The formulation of Ryde’s drinks is done entirely in-house through Water Street Collective Company. “We started by identifying a mood we believe the market needs. We look at different stacks of ingredients available globally — the science from the US, London, anywhere — and how those ingredients behave together, not just individually. Then we create our own recipe, which we call our stack or replenishment. After the recipe is set, we do our own human effect study to make sure it works. That’s basically how we approach building Ryde and its variants,” Diaz said.

Distribution is currently split between digital channels, including Amazon, and brick-and-mortar retail. “We are in over 3,000 points of sale including Circle K Ontario, Parkland, Petro-Canada, Rabba, Farmboy, and others. We will expand rapidly in the next few months. We are finalizing some negotiations now and expect to reach 7,000 stores before the end of the year. We have a very ambitious plan ahead,” Diaz confirmed.

Retailers have responded positively to the product. “Not only because of the format and the space it takes, or the revenue it brings, but most importantly because consumers drawn to the wellbeing section are increasing,” he said.

Photo: Ryde
Photo: Ryde

When asked about the types of partners Ryde is targeting, Diaz noted, “For now, we are very concentrated and will remain so in CNG and grocery. Eventually, we’ll develop specialty channels. Those are the three main channels we aim to grow in the next 12 months.”

He added, “From a partner perspective, we want people interested in the wellbeing area who want to work the brand as they grow and as we grow. We believe we are aligned with where the retail industry is heading.”

With a clear focus on consumer benefits and retailer alignment, Ryde Canada is positioning itself for strong growth in a competitive market.

Photo: Ryde
Photo: Ryde

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Retailers redefining shelf space and innovation amid economic pressures: EY’s Elliot Morris

By
Mario Toneguzzi
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Photo: Mike Jones
Photo: Mike Jones

Retailers are facing significant shifts in how they utilize shelf space and partner with brands, according to Elliot Morris, Partner with EY Canada Consulting.

Morris, who is based in Toronto, emphasized the evolving strategies retailers are deploying in a dynamic market shaped by inflation, shifting consumer values, and increasing competition from private labels and upstart brands.

Elliot Morris
Elliot Morris

“Retailers and CPGs are all trying to do the same thing, which is they are trying to create growth,” said Morris. “And the way retailers have been creating growth in particular of late over the last 18 months is to enhance both their private label or own brands where they’re going after… the cost conscious consumer.”

He explained that the value proposition has shifted, especially in the past four to five years, and innovation on the shelf is increasingly being driven by smaller niche consumer packaged goods (CPG) providers.

“That’s really focused on consumers who are looking for something novel, something different, and frankly are able to innovate at a rate that we aren’t seeing right now from many of the major consumer products players,” Morris noted.

The recent EY State of Consumer Products 2025 report found: 

  • 35% of consumers no longer consider brands a significant factor in purchases;
  • 42% of consumers view “innovation” as a cost-cutting effort.;
  • 78% of retailers believe only one mass market brand will remain on store shelves.

“For decades, scale brought success to Consumer Products (CP) companies. They built mass-market brands that people trusted, believed in and even loved. They became part of the fabric of our daily lives. And they did it globally. But the world has changed – and many big CP companies are facing a relentless drift toward irrelevance,” said the report.

“We believe CP companies can thrive again, and this report explores what that will take. At its heart is a simple but urgent choice: continue defending what’s slipping away, or act boldly to rebuild relevance with the three audiences that matter – consumers, customers (Retailers) and capital markets. That means restoring belief in your brands, your strategy, and your ability to lead, so you can shape your future with confidence because in this environment, an optimistic belief in the continuing value of mega-brands is not a by-product of success; it’s the starting point.”

Buy Local Movement Creating Opportunities

The growing “buy local” and “buy Canadian” movement is also contributing to these shifts in shelf space allocation.

“Some of the buy local, buy Canadian movement certainly does play into this. It opens up opportunity for some of the upstarts,” said Morris. “In the Canadian retail market, I think own brands in particular are seen as being closer to local or very least Canadian.”

He added that this trend erodes market share from some of the larger consumer players. But Morris was clear that the roots of this disruption run deeper than recent policy concerns.

“This has been going on for longer… certainly the roots of this have been seeded well before the tariff threat of the last six or eight months,” he said.

Between inflation and a focus on cost, major players have scaled back on innovation. “It’s been a real combination of factors which have eroded the major players’ ability to either hit cost points to maintain shelf space and/or for innovation to keep shelf space.”

This, Morris explained, “has really opened up the opportunity for the other players we described, both in the private label side, but also the upstart brands.”

Photo: Ninthgrid
Photo: Ninthgrid

Winning Over Value-Driven Consumers

With today’s consumers more value-conscious than ever, large brands must rethink how they remain relevant.

“I think there’s a handful of things for the big players to be doing,” said Morris. “One is… there’s a view that the future is going to be more retailer dominated, and so enhancing your partnerships with the retailers is absolutely critical.”

He noted that large brands are currently better positioned in terms of these partnerships, giving them a key advantage over smaller and private label competitors.

“Finding ways to enhance those partnerships, either through digital and e-comm capabilities or improving logistics or through sharing operational data I think is a place where the bigger brands can stand and fight in a way in which they’re advantaged.”

Morris also pointed to a noticeable pullback in innovation by major brands as a key area for concern — and opportunity.

“In order to be able to beat and save a lot of their shelf space, they need to be able to innovate at a rate that they haven’t been able to over the past four or five years.”

He attributes this to a combination of reduced investment and structural limitations due to scale. “If you think about the impact of something like COVID and then inflation and then tariffs — all of those impact scale players in some ways more than maybe some of the more nimble, smaller players.”

Innovation, he said, is not an area where large brands can afford to lose ground.

Retail Media Presents New Potential

“The only other one I was going to mention was retail media,” added Morris. “Which is a flavour of the enhanced retailer partnerships.”

He explained that retail media holds promise for big brands that can offer scale and simplify the ecosystem for retailers.

“Although the retailers are going to be in a privileged position of being able to have access to and ownership over some of the customer data, some of the bigger players can simplify, frankly, the retail media environment for the retailers by being scaled and having more volume.”

Despite the potential, retail media has had a bumpier start than expected.

“To date, while retail media I think has high potential, it has been a more challenged space than I think many people from two or three years ago would’ve thought it was going to be.”

A Case for Optimism

While some may view the EY report as bearish on legacy brands, Morris sees reasons for optimism.

“To me, there’s a couple reasons to be optimistic,” he said. “One is around — we know that innovation still builds traffic and loyalty. We see that in the marketplace and it’s up to consumer product companies to be able to adapt.”

He pointed to AI as a key enabler of smarter, faster innovation, stating that “data and analytics is a place where scaled investments still make a big difference.”

Finally, those all-important relationships with retailers could be the edge big brands need to reclaim momentum.

“The closer relationships with retailers is the third place that we think can be advantageous for some of the scaled consumer players,” said Morris. “And all of them are in a strong position to be able to leverage that, to be able to grow and become more profitable.”

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Why leading retail and beauty brands are using ESG data to drive growth, not just compliance

By
Mario Toneguzzi
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Rachel Delacour
Rachel Delacour

Retail and beauty brands are increasingly using ESG (environmental, social, and governance) data not just for compliance but as a business driver, particularly in today’s landscape of climate scrutiny and shifting regulation.  Sweep, the sustainability data platform behind brands like L’Oréal, Caudalie, QVC, and Lacoste, to track and act on carbon and emission data, is hearing from retail and beauty brands that they can’t afford to waste four years of ESG infrastructure, and instead, they’re using it to build more resilient, low-carbon supply chains.

Sweep CEO and co-founder Rachel Delacour said the company works with many leading retail and beauty brands, who are telling it that ESG data is no longer just about reporting, it’s about unlocking value for their business. 

Rachel Delacour
Rachel Delacour

“They’re using their data to rewire how they operate: which suppliers to prioritize, where to cut emissions — and often as a consequence, costs, and how to build resilient sourcing strategies,” she said.

“Beauty and retail brands like Wella, Lacoste, and The Kooples are all telling us that they have invested years in understanding their footprint and they can’t afford to throw that away. At the same time, they’re using this data to speak credibly to investors, boards, and consumers. In this new landscape, sustainability is not a side effort. It’s becoming a lever for transformation, one that helps break silos and tie sustainability directly to growth and competitiveness. 

“For example: L’Oréal is an example of a company that is working on Product Carbon Footprints (PCFs). This means, a specific carbon footprint for each individual beauty product, incorporating the emissions relating to its ingredients, manufacturing, transportation, packaging — the whole value chain. Many companies are starting to move towards PCFs, and those which get there first will reap significant advantages, including achieving greater cost efficiency and enhancing their brand reputation.”

Delacour said one of the main challenges is visibility. A large proportion of a business’s emissions occur deep in the supply chain, beyond first-tier suppliers, where data can be hard to access and standardize. 

“Without clear insight into where emissions are coming from, it’s difficult to know where to focus efforts or how to track progress. This is inefficient, it’s wasteful of time and human resources, and ultimately, of money,” she explained.

“That’s where technology comes in. Platforms like Sweep help brands centralize and organize complex supply chain data, making it possible to map emissions, assess supplier performance, and identify where reductions are most feasible. We also help them build transition plans that are tied to business objectives, not just compliance deadlines. Digital technologies help to connect the dots in so many ways – and turns the complex into the manageable.”

Delacour said one great example of how software like Sweep’s can help with supply chain decarbonization, is the beauty brand Caudalie. Caudalie has more than 1,000 employees spread across 37 countries, and an extensive global value chain. Its products are sold at more than 20,000 points of sale worldwide, while Caudalie’s eCommerce site ships to more than 20 countries. 

“Previously, all of Caudalie’s sustainability data was collected manually, in silos across the company, making the task of collating it difficult enough, before anyone even started analyzing it to find emissions hotspots and areas for efficiencies. Now, Caudalie is able to aggregate its data on one single platform. Ultimately every employee will be able to use and engage with it, see where hotspots are, and take action to reduce them,” she added.

Holding firm on ESG infrastructure

Even in this period of global uncertainty, leading brands are holding firm on their ESG infrastructure. In fact, some are accelerating investments in their data systems, recognizing that sustainability is now tied directly to business resilience, added Delacour.

“At VivaTech this year, I heard from multiple fashion clients who told us that they can’t afford to waste four years of data collection. For these companies, ESG platforms are becoming critical infrastructure, much like financial systems. They help brands future-proof their supply chains and communicate progress with confidence, regardless of whether policies shift again. Which they will, that’s how politics works. What’s most encouraging is that many companies now view these tools not only as a shield against future risks, but also as a lever for growth and transformation,” she noted.

“The ROI on these sustainability investments is becoming increasingly clear. They positively impact both the top line and the bottom line. We see brands realize cost savings from operational efficiencies, reduced waste, and optimized supply chains. Additionally, companies that can demonstrate measurable returns from their ESG initiatives are finding it easier to secure continued investment and board support.”

Credibility is everything

Delacour said credibility is everything right now. Companies can no longer rely on vague targets or generic claims. Stakeholders want specificity, and they want proof. 

“Sweep is helping brands gather audit-grade data, tie emissions to specific activities, and document changes over time. That means their claims about everything from reductions to supply chain improvements to progress toward targets are transparently rooted in structured, verifiable evidence. This will only become more valuable over time, as consumers increasingly seek evidence of environmental claims,” she said.

“A 2025 survey shows that while almost half of American consumers are prepared to spend more on “sustainable” products, only 20% believe sustainability claims. Clearly, brands which can show their workings will reap the benefits. 

“We also support engagement with suppliers at a large scale, helping brands collect data from across their value chains while maintaining consistency and trust. Ultimately, we help the companies we work with tell a more honest story, one that withstands scrutiny and builds lasting confidence with customers, investors, and regulators.”

Rachel Delacour
Rachel Delacour

There is a shift from “ESG as a reporting function” to “ESG as a business decision-making lens.” 

“From boardroom decisions to supply chain management, sustainability data is becoming more embedded in how companies operate. That means brands are using data not just to tick boxes, but to evaluate risk, shape strategy, and prioritize investments,” said Delacour.

Next evolution about integration

“The next evolution will be about integration: embedding ESG insights directly into product development, sourcing, logistics, and financial planning. This is already underway for the most forward-looking companies across Europe and North America. 

“Especially with state-level regulations coming into force, consumer industries need digital systems that go beyond simply enabling compliance. 

“They need tools that are flexible, scalable, and capable of generating business insights from sustainability data. 

“Brands should be preparing for an AI-accelerated sustainability landscape where speed and benchmarking will be critical differentiators. AI will enable companies of all kinds, including consumer brands, to rapidly identify and implement the most effective sustainability initiatives by benchmarking against industry champions and accessing proven playbooks for their specific vertical. The key is consolidating all sustainability data and insights into a single platform that can deliver both the figures and the strategic roadmap needed to transition faster than competitors – and gain that all-important competitive edge.”

Sweep is recognized by leading analysts including IDC MarketScape and Verdantix as a leading sustainability data platform that helps businesses measure, manage, and reduce their carbon and ESG impact.

Delacour co-founded the company in 2020 after exiting her previous Business Intelligence software venture, which was acquired by Zendesk. 

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Costco Opens New Rimouski Location, Boosting Local Economy

By
Craig Patterson
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Costco Rimouski. Image: Costco

Costco Wholesale opened its newest Quebec location on Tuesday, bringing the popular members-only retailer to Rimouski. The new warehouse, located at 425 Boulevard Arthur-Buies Est at the intersection of Montée Industrielle et Commerciale, marks Costco’s 24th store in the province.

The opening represents a major milestone for the region, providing residents with a closer option for bulk shopping and exclusive offers. Previously, many local shoppers travelled to Lévis to visit the nearest Costco. The launch also brings significant economic benefits, creating more than 200 permanent jobs and driving increased retail activity in the area.

“With the opening of this new warehouse, we can serve all of our members in the Rimouski and surrounding area, many of whom previously travelled to Lévis, Quebec, to shop,” said Gino Dorico, Senior Vice-President and Country Manager, Costco Wholesale Canada. “We are very proud to share this new location with our valued existing and new members and business members in the local community and throughout the area.”

Rimouski Mayor Guy Caron noted that the opening has been highly anticipated by local residents. “The people of Rimouski have been incredibly excited about the new, full-service Costco in Rimouski,” he said. “The new warehouse has created valuable employment opportunities for the region and will strengthen the local economy by offering a wider selection of goods and services and the ultimate in convenience for our residents and visitors.”

Costco Rimouski. Image: Costco

Inside the New Rimouski Warehouse

The new facility spans more than 150,000 square feet and has been designed to provide a comprehensive shopping experience for members. It features an on-site bakery, a fresh meat department, an expansive produce section and a rotisserie chicken counter. Additional services include an optical centre and a tire centre with five service bays. Shoppers will also find a large food court, a gas station with 18 fueling stations and a propane refill service.

To accommodate demand, the warehouse includes 16 checkout registers, more than 1,000 shopping carts and over 700 parking spaces. Like all Costco locations, the Rimouski warehouse carries a curated selection of more than 3,800 products, with a focus on quality and value for both individual shoppers and local businesses.

Costco is celebrating the opening with special offers on popular products. Deals include a discount of $400 on an LG 86-inch 4K UHD television, $100 off the Shark Flexstyle multi-styler and hairdryer, $50 off a Foodsaver vacuum sealer kit and $7 off Plaisirs Gastronomiques confit duck legs. In addition to these promotions, the Rimouski location, like other Quebec warehouses, offers a full range of alcoholic beverages, including beer, wine, champagne and ready-to-drink cocktails.

Costco Rimouski. Image: Costco

Membership and Benefits

The Rimouski warehouse operates on Costco’s membership model. The Gold Star Membership costs $65 per year and includes a free household card, providing access to all Costco locations worldwide. For those looking for additional perks, the Executive Membership is available at $130 per year. This option includes a 2% annual reward on qualifying purchases, up to $1,250, and provides exclusive offers as well as discounts on services such as travel and insurance.

Canadian Costco members also have access to the retailer’s e-commerce platform at Costco.ca, which offers thousands of additional products and same-day grocery delivery in many markets.

Costco Rimouski. Image: Costco

Costco’s Strong Presence in Quebec

The new Rimouski store further solidifies Costco’s expansion in Quebec and across Canada. The company now operates 110 warehouses nationwide, including 24 in Quebec. Costco first entered the Canadian market in 1985 with a store in Burnaby, British Columbia, followed by its first Quebec location in Saint-Laurent in 1986.

Today, Costco employs over 49,000 people in Canada, with nearly 10,000 of those positions based in Quebec. The company’s Canadian head office is located in Ottawa. Globally, Costco operates 909 warehouses and reported revenue of USD$249.6 billion for the fiscal year ending September 3, 2024.

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Canadian Retail News From Around The Web For August 5, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

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 several days.

Hilary Weston, former fashion business leader and Ontario lieutenant-governor, dead at 83 (CBC)

Canada Goose’s summer apparel helps shift company from winter-brand perception (CBC)

Canadian hockey brand pulls product line that faced criticism for demeaning women (Globe & Mail)

Beef costs more than ever, but Canadians won’t let that ruin barbecue season (CBC)

What could be in store for Edmonton’s vacant Hudson’s Bay spaces (CTV)

Smaller alcohol producers, retailers urge Doug Ford to say no to store-brand booze sales (CBC)

New Adonis Mediterranean Market set to open in London, Ont. on August 14 (Grocery Business)

5 homegrown fashion designers to celebrate on B.C. Day (Vancouver Sun)

How these Toronto bike shop owners tracked down their stolen bicycles (MSN/CBC)

Toronto shop known for bad reviews closes after over 30 years in St. Lawrence Market (BlogTO)

Crime gang? Arrest warrants issued for trio wanted in Windsor retail theft spree (MSN)

Hudson’s Bay fires back at lender seeking termination of Ruby Liu deal: court docs (CBC)

‘Keep your money in Canada’: Duty-free shop owner urges travellers to buy local (CTV)

Trump tariffs live updates: Canada struck with 35% tariffs, Trump floats higher blanket rates (Yahoo)

Aritzia Q1 revenue climbs 33% (Fashion Network)

Edmonton City Centre Mall ordered into receivership (MSN)

Loblaw opens 4 discount stores across 3 provinces (Fresh Plaza)

CHARLEBOIS: Everyone’s suddenly a supply management expert but few understand it (Yahoo)

New Maxi store opens in downtown Montreal (Grocery Business)

‘Not an easy decision’: The Beer Store is closing 10 more stores in Ontario, including 5 in the GTA (CP24)

ARI opens new Spectrum boutique at Québec City Jean Lesage International Airport (Global Travel Retail)

Toronto BIA warns business owners of ‘point of sale’ scam after thousands of dollars in thefts (CBC)

B.C.’s Meiga Supermarket to close its doors this summer (Canadian Grocer)

‘It’s getting out of hand!’ Jewellery store owners speak out after a rash of recent break-ins (CityNews Toronto)

Roadwork is costing Montague businesses some customers, store owners say (CBC)

Newmarket Costco set to open in August (Grocery Business)

Apple Reports Record $94 Billion in Q3 2025 Revenue, Driven by iPhone, Mac, and Services Growth

By
Lee Rivett
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iPadOS 26 takes a huge leap forward and pushes the unique capabilities and versatility of iPad even further. Photo: Apple.

Apple, the American technology giant behind the global Apple Store network, reported fiscal 2025 third-quarter results that topped Wall Street expectations, delivering record June-quarter revenue. The company posted revenue of $94.0 billion for the three months ended June 28, 2025, up 10% year-over-year, with diluted earnings per share increasing 12% to $1.57.

Strong Growth Across Product Lines

CEO Tim Cook credited the results to strong momentum across Apple’s flagship product categories. “Today Apple is proud to report a June quarter revenue record with double-digit growth in iPhone, Mac and Services and growth around the world, in every geographic segment,” Cook said.

By product category, iPhone revenue climbed to $44.6 billion (up from $39.3 billion in Q3 2024), Mac revenue rose to $8.0 billion (up from $7.0 billion), and Services surged to $27.4 billion (up from $24.2 billion). iPad sales moderated slightly at $6.6 billion, down from $7.2 billion a year earlier.

Regional Performance

Sales grew across all geographic segments:

  • Americas: $41.2 billion (up from $37.7 billion)
  • Europe: $24.0 billion (up from $21.9 billion)
  • Greater China: $15.4 billion (up from $14.7 billion)
  • Japan: $5.8 billion (up from $5.1 billion)
  • Rest of Asia Pacific: $7.7 billion (up from $6.4 billion)

This global expansion reflects Apple’s ability to maintain strong demand across mature and emerging markets.

Profitability and Margins

Apple reported net income of $23.4 billion, up from $21.4 billion in the prior-year quarter. Gross margin rose to $43.7 billion, compared to $39.7 billion in Q3 2024. Operating income was $28.2 billion, up from $25.4 billion.

CFO Kevan Parekh highlighted the financial discipline underpinning results: “We are very pleased with our record business performance for the June quarter, which generated EPS growth of 12 percent. Our installed base of active devices also reached a new all-time high across all product categories and geographic segments, thanks to our very high levels of customer satisfaction and loyalty.”

Dividend Declaration

Apple’s board of directors declared a cash dividend of $0.26 per share, payable on August 14, 2025 to shareholders of record as of August 11, 2025.

Looking Ahead

At WWDC25, Apple unveiled a redesigned software experience across its platforms and introduced expanded Apple Intelligence features, which are expected to further integrate AI into its product ecosystem.

Lisa Gozlan Opens 5th Store at Toronto’s Yorkdale

By
Craig Patterson
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Lisa Gozlan store at Toronto's Yorkdale Shopping Centre. Image supplied

Toronto-based Lisa Gozlan Jewellery has officially unveiled its newest location at the Yorkdale Shopping Centre, marking an important milestone for the rapidly growing Canadian brand. The 435-square-foot boutique, strategically positioned among luxury and lifestyle retailers, offers customers the opportunity to experience Lisa Gozlan’s full range of stylish jewelry pieces firsthand.

Yorkdale was a natural choice for Lisa Gozlan Jewellery, renowned for its high productivity and curated collection of luxury brands. Lisa Gozlan noted the strategic importance of the location: “Yorkdale has always been a dream location for us. As Canada’s premier shopping destination, it brings together the best in fashion, luxury, and lifestyle all under one roof. Opening at Yorkdale allows us to be part of that world-class retail experience.”

The new store aligns with the brand’s ambitious growth strategy, elevating its visual identity and positioning Lisa Gozlan as more than a playful jewelry label. “This store represents a significant step forward in our brand evolution,” Gozlan added. “While we’re known for our iconic brass bracelets, we’re also showcasing elevated offerings in 10k and 14k gold and sterling silver.”

Lisa Gozlan store at Toronto’s Yorkdale Shopping Centre. Image supplied

Modern Store Concept and Elegant Design

Lisa Gozlan collaborated again with acclaimed designer Clarisa Llaneza, known for her previous work on the brand’s Square One store in Mississauga. The Yorkdale store blends modern elegance with interactive elements. “We incorporated layers of textures, from natural marbles to soft plaster finishes, to reflect my personal aesthetic and the brand’s identity,” Gozlan explained. Modular plinth displays and a signature brick exterior add unique character to the boutique.

A standout feature is the Barrisol lighting, transformed into an impressive chandelier made possible by Yorkdale’s soaring ceilings. “We took full advantage of the height to make the lighting a true focal point,” Gozlan said, highlighting the distinctive appeal of this flagship location.

Lisa and Ryan Gozlan

Visitors to the Yorkdale store will find Lisa Gozlan’s full collection, from the viral brass Happy Face bracelets that propelled the brand to popularity during the pandemic, to premium jewelry crafted in gold vermeil, sterling silver, and solid gold. “Our goal is to keep the experience inclusive and accessible, no matter the location,” Gozlan affirmed.

The brand remains committed to innovation, regularly releasing fresh designs that reflect current market trends and customer preferences. Gozlan notes an emerging shift towards bold, sculptural jewelry pieces, personalized items, and mixed-metal designs, all of which influence their evolving product lines.

Lisa Gozlan’s ideal customer mirrors the sophisticated, fashion-conscious visitors Yorkdale attracts. “Our customer is fashion-forward, playful, and expressive—someone who loves styling jewelry as part of their everyday look,” Gozlan said. The synergy between the brand’s clientele and Yorkdale’s demographic ensures a perfect alignment, strengthening customer engagement and brand loyalty.

Lisa Gozlan store at Toronto’s Yorkdale Shopping Centre. Image supplied

Growth and International Ambitions

Lisa Gozlan’s expansion to Yorkdale is part of a broader strategy to deepen its Canadian presence. The brand’s retail journey began in 2021 with its first physical store at 87 Cumberland Street in Toronto’s Yorkville neighbourhood. Expansion continued with a location in Vancouver’s stylish Kitsilano neighbourhood, opened in late November 2024 at 2194 W 4th Avenue, followed shortly after by a store at Square One Shopping Centre in Mississauga in December 2024. Lisa Gozlan also maintains an international presence with a store in Palm Beach, Florida, opened in 2022.

Looking ahead, Lisa Gozlan plans further international expansion, including confirmed pop-ups in major U.S. cities and an ongoing presence at Selfridges in London.

“We’re always thinking about where our customer is and how we can meet them there,” Gozlan shared. “Right now, our focus is on deepening our connection with the Canadian market. But we’re absolutely broadening our horizons internationally.”

Founded in 2019 by Lisa and Ryan Gozlan, Lisa Gozlan Jewellery blends contemporary style with accessible luxury. Lisa’s background in fashion and Ryan’s fifth-generation jewelry expertise have shaped a brand celebrated for its playful designs and high-quality craftsmanship. 

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Canada’s Agri-Food Sector Hit by 35% U.S. Tariff After Ottawa Stalls

By
Sylvain Charlebois
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Mark Carney. Image: Ivey School of Business

As August 1 quietly slipped by, so did Canada’s last, best chance to avoid a sharp escalation in trade tensions with its most important economic partner. Unlike Mexico, which secured a temporary reprieve, Canada is now fully exposed to a 35% tariff imposed by the United States on a range of non-USMCA-covered goods. For the Canadian agri-food sector—and for consumers from coast to coast—this is less a policy adjustment and more a gut punch.

Prime Minister Mark Carney—the seasoned economist who campaigned on his negotiating acumen and international gravitas, is failing. Instead of delivering results, Parliament was sent home for the summer, and Ottawa’s silence echoed through what is arguably Canada’s most consequential trade dispute in a generation.

To be clear, not all food exports are affected. Products covered under USMCA quotas—dairy, poultry, and some meat—remain exempt. But for producers of grains, oilseeds, processed foods, and niche value-added products, this 35% tariff is a major blow.

Margins in agri-food are notoriously thin. For many exporters, the choice is binary: absorb the cost, or exit the U.S. market. Either path reduces revenues, heightens the risk of layoffs, and weakens Canada’s competitive position. With the U.S. absorbing over half of our agri-food exports annually, this is no minor hiccup—it’s a strategic failure.

And this is not an isolated case. Canadian farmers are already facing stiff tariffs in other key markets. India continues to impose duties on Canadian lentils and pulses, while China maintains restrictions and tariffs on pork, canola, and lobster. For a trading nation, these accumulating barriers are suffocating—yet Ottawa seems content to manage the damage rather than prevent it.

There may be isolated benefits. As seen in the cocoa and chocolate supply chain, tariffs can shift some production northward, potentially boosting domestic processing. But these are exceptions. The broader story is one of uncertainty, rising input costs, and declining production volumes.

And even for goods that never cross the border, Canadian consumers are unlikely to be spared. Processors losing export markets may attempt to recover margins domestically, pushing prices higher—particularly in small markets or for export-facing SKUs like baking products, specialty grains, and packaged goods.

Tariffs also wreak havoc upstream. Input sourcing, contract logistics, and production planning are all disrupted. Expect more volatility in prices, sporadic availability of staple ingredients, and even stockouts for certain SKUs.

Compounding this are retaliatory tariffs and ripple effects through global supply chains. Many Canadian food manufacturers depend on imported inputs—machinery, additives, packaging—that are themselves caught in the crossfire. Inflationary pressures will persist, even if headline food inflation slows.

What’s most alarming isn’t the tariff itself—but the absence of a coordinated Canadian response. Washington gave plenty of notice. And yet, no contingency plan emerged, no strategy was communicated, and most telling of all, no serious negotiation took place.

Supporters of Bill C-202 may take solace in the temporary shielding of supply-managed sectors. But that’s little comfort for the rest of the agri-food economy—and let’s not pretend supply management is immune to geopolitical pushback. It is, at best, a partial solution in an increasingly complex trade environment.

Canada once led on global trade diplomacy. Today, we are reactive, overly reliant on past frameworks, and slow to acknowledge that trade has become a geopolitical chessboard, not a rules-based playground.

The agri-food sector—which accounts for nearly 1 in 9 jobs and close to 7% of Canada’s GDP—deserves more than summer recesses and bureaucratic platitudes. It requires decisive leadership, policy agility, and a proactive strategy to preserve market access and stabilize domestic food systems.

If Prime Minister Carney hopes to reset the narrative this fall, he’ll need to do far more than issue statements. Targeted tariff relief, short-term support for exposed sectors, and a clear diplomatic pathway with Washington must be top priorities. Without this, more markets will close, more family farms will shutter, and more grocery bills will climb.

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Hike in U.S. tariffs will harm small businesses in Canada

By
Mario Toneguzzi
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US President Donald Trump. Photo: Slate.com

The hike in U.S. tariffs to 35% will harm small businesses on both sides of the border and the fentanyl rationale is even more ridiculous than the decision itself, says the Canadian Federation of Independent Business (CFIB).

“While it is good news that most Canadian exports will remain tariff free due to the CUSMA/USMCA exemption, the uncertainty alone will continue to take a toll on Canada’s small businesses,” said Dan Kelly, President of the CFIB.

Dan Kelly

“CFIB supports the view that no deal is better than a bad deal, but the lack of resolution means small firms will not be able to plan for the future or continue to put off difficult choices. Many businesses have been holding off layoffs or downsizing, hoping for a deal to be reached. Without immediate support, many small businesses will be forced to scale back operations.

“CFIB is calling on government to release the billions that have been collected by Canada’s retaliatory tariffs, as promised by the Prime Minister during the election campaign. We’ve suggested several options to do so, including setting the small business tax rate temporarily at zero or a tariff rebate designed on earlier models.

“The worst outcome for Canada is a bad deal. But the second worst outcome is ongoing uncertainty over Canada-U.S. trade. This is what small business owners now face.”

Mark Carney
Mark Carney

In a statement released Friday, Canadian Prime Minister Mark Carney said: “President Trump has announced that the United States will increase its tariffs to 35% on those Canadian exports that are not covered under the Canada-United States-Mexico Agreement, or CUSMA. While the Canadian government is disappointed by this action, we remain committed to CUSMA, which is the world’s second-largest free trade agreement by trading volume.

“The U.S. application of CUSMA means that the U.S. average tariff rate on Canadian goods remains one of its lowest for all of its trading partners. Other sectors of our economy – including lumber, steel, aluminum, and automobiles – are, however, heavily impacted by U.S. duties and tariffs. For such sectors, the Canadian government will act to protect Canadian jobs, invest in our industrial competitiveness, buy Canadian, and diversify our export markets.

“The United States has justified its most recent trade action on the basis of the cross-border flow of fentanyl, despite the fact that Canada accounts for only 1% of U.S. fentanyl imports and has been working intensively to further reduce these volumes. Canada’s government is making historic investments in border security to arrest drug traffickers, take down transnational gangs, and end migrant smuggling. These include thousands of new law enforcement and border security officers, aerial surveillance, intelligence and security operations, and the strongest border legislation in our history. We will continue working with the United States to stop the scourge of fentanyl and save lives in both our countries.

“While we will continue to negotiate with the United States on our trading relationship, the Canadian government is laser focused on what we can control: building Canada strong. The federal government, provinces, and territories are working together to cut down trade barriers to build one Canadian economy. We are developing a series of major nation-building projects with provincial, territorial, and Indigenous partners. Together, these initiatives have the potential to catalyse over half a trillion dollars of new investments in Canada.

“Canadians will be our own best customer, creating more well-paying careers at home, as we strengthen and diversify our trading partnerships throughout the world. We can give ourselves more than any foreign government can ever take away by building with Canadian workers and by using Canadian resources to benefit all Canadians.”

Candace Laing
Candace Laing

Candace Laing, President and CEO, Canadian Chamber of Commerce said: “The White House fact sheet should be called a fact-less sheet when it comes to basing trade decisions about Canada on the fentanyl emergency. More fact-less tariff turbulence does not advance North American economic security. Businesses — in Canada and the U.S. — urgently need certainty.

“The Carney government is right to prioritize a strong, future-focused deal over a rushed one. A little more time now can deliver lasting benefits for an integrated North American economy — and that’s well worth the wait.

“In the meantime, we have CUSMA, which, at present, is still being honoured, leaving much of our cross-border trade tariff-free. However, not all Canadian businesses have this advantage and the jump to 35% tariffs on non-CUSMA compliant products places an additional load on them.”

In a LinkedIn post, Alberta Premier Danielle Smith said: “We are pleased to see that CUSMA compliant goods remain tariff free, including the vast majority of goods Alberta sells to the US such as all oil and gas and agricultural products.

“That said, it’s also disappointing to see tariffs on other Canadian goods increase to 35%. These tariffs hurt both Canadian and American businesses and workers, and they weaken one of the most important trade and security alliances in the world.

Danielle Smith
Danielle Smith

“In recent months, I’ve met with dozens of governors, senators, members of Congress, and allies of the current administration. I remain convinced that the path to a positive resolution with our U.S. partners lies in strong, consistent diplomacy and a commitment to working in good faith toward shared priorities.

“One thing is abundantly clear: Canada must become economically stronger. The federal government must immediately repeal the Trudeau-era laws that restrict resource development and are holding our economy back, and diversify and grow our export markets. This new Liberal government has yet to do so, and it is costing Canada tens of millions in lost economic activity every single day.

“I urge the federal government to continue negotiating to resolve these tariff issues and restore a free and fair trade agreement with the United States, while diversifying and strengthening the Canadian economy by unleashing our world class natural resource sector.”

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