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The Future of Automation Across The Aviation Echelon: Evolving Flight Operations

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Retail Insider
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Automation will spearhead the imminent revolution in the aviation sector. Unheard of transformation is now possible in modern flight operations due to fast-growing technology, plus an ever greater pressure for efficiency and safety. This post will show how the use of the very latest technology is affecting every part of aviation— from aircraft systems and air traffic management to ground operations and customer experiences— with new benchmarks for the industry and an approach to an ultimately safer, more effective future.

Innovation in Flight Operations

Modern aircraft and the systems for air traffic management now have ultra-modern technologies that in real time enable flawless data exchange within them for predictive maintenance besides facilitating intelligent decision-making. The enhancements don’t just improve incrementally – they have completely transformed the way airlines together with service providers conduct their business.

Automation as a Competitive Advantage

Indeed, most of the leading companies are at the forefront of developing new solutions that leverage automation to optimize every single aspect of carrying out flight operations. In fact by adopting proven automation in aviation industry practices and technologies companies can further streamline their operations and gain a significant competitive edge. For example through trend automation for the aviation industry businesses are capable of developing and integrating innovative processes into their operational systems that not only drastically reduce human errors but also greatly enhance operational efficiency. This is a significant growth factor and competitive advantage in the modern aviation environment.

Improving Safety and Efficiency

  1. The most important factor that makes automation so compelling in aviation is the nearly immediate — and very measurable — improvement in safety.
  2. Systems can be designed to monitor critical systems continuously and report to ground crews when thresholds are approached, further reducing the likelihood of accidents caused by error.
  3. Real-time analytics also drive the ability of pilots and ground control to make split-second decisions based on the absolute best of the most current information to ensure that every flight takes place with levels of safety maximized.
  4. Simultaneously, automation markedly improves efficiency.
  5. Streamlined operations leave more aircraft in the sky more of the time, thereby optimizing fuel use, improving flight scheduling, and reducing delays.
  6. It also simplifies and speeds up financial transactions for fuel and maintenance bills.
  7. The combination of these circumstances makes the system not only safer but much cheaper — the most important advantage in an industry where everything is measured by seconds and by dollars.

Revolutionizing Customer Experiences

In addition to operational benefits, automation is also helping redefine the customer experience in aviation. Airline companies now use real-time data to offer passengers personalized services: anything from real-time updates on flight status to hassle-free check-in processes, and even personalized in-flight entertainment options. Incorporation of advanced technologies such as artificial intelligence (AI) and machine learning (ML) has made analyzing passenger preferences feasible, and accordingly, offers an enriched and enjoyable travel experience that meets their needs.

  • An example is shoppers’ platforms that use automated monitoring of feedback and patterns of behavior by customers.
  • These platforms shall react as soon as possible on any issues and continually develop the experience of using them.
  • Such a degree of individualization inspires trust, building long-lasting commitment among travelers because they see and feel that their opinions matter and have been heard.
  • In environments with surging competition levels, this kind of personal commitment is not something you can afford not to have—it will be a critical requirement for long-term success.

Open Innovation 2.0

Beyond operational efficiency and customer service, a successful aviation ecosystem involves strong community engagement, too. Besides, the new airlines and operators actively build energetic communities through digital channels where customers can communicate, share experiences, and sometimes participate in loyalty programs. Social media, mobile apps, and even live chat all add to the lively environment where feedback flows and continuous improvement is the norm. Such community-oriented efforts are very instrumental in the long-term relationship building mechanism with the customers.

Community Engagement Drives Growth

A traveler, at this point, gains entrance to an interconnected and supportive group and thus overall improves the degree of their contentness, later he will further push for the services that meet his needs. Strong community engagement, therefore, improves not only the traveling experience but also the very organic growth and solidification of the place of the brand on its own market.

Looking ahead, the future in the aviation industry will be absolutely dependent on innovation. As the industry kept on advancing, the platforms that quickly adapt to the technology gave the lead. The use of virtual reality (VR) and augmented reality (AR) has already started redefining in-flight experiences, as well as the simulations provided for training— a total immersion that was once a part of science fiction. More than that, these are going to dissolve the barriers between the digital and physical worlds on a higher note, thus creating an even more interactive and dynamic environment both for operators and for passengers.

Optimizing Efficiency and Safety with AI and ML

The deepening of the integrations of AI and ML into processes on both fronts of operations and customer services will guarantee optimized interactions for both efficiency and safety—all it needs is that depth to ensure personalization as well. Updating and (further) improving digital processes will sustain the competitive edge of companies within the aviation industry to be able to meet the demands of the ever-changing expectations of partners.

Future-Driven Aviation

The future of aviation, therefore, will depend on the integration of ultra-modern technology, instant interaction, and highly efficient operational systems. For automation is achieved by airlines and service providers not only for increasing efficiency and safety during flight operations but also by completely transforming the passenger experience.

Top Emerging Retail Trends in Canada for 2025

By
Retail Insider
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If there’s one thing Canadians love, it’s a good shopping spree—whether it’s scoring a deal at Hudson’s Bay or browsing local boutiques in Toronto’s Queen Street West. But let’s face it: the retail landscape is shifting faster than a Tim Hortons drive-thru lineup at 8 AM. With technology evolving, customer expectations rising, and sustainability becoming a non-negotiable, the future of retail in Canada is anything but predictable.

So, what’s in store (pun intended) for retailers in 2025? Let’s break down the biggest trends shaping the Canadian retail sector this year—complete with stats, insights, and a few famous words of wisdom.

1. The Rise of Omnichannel Shopping

Gone are the days when customers simply walked into a store, picked up an item, and left. Today’s shoppers are bouncing between websites, apps, social media, and brick-and-mortar locations before making a purchase. Retailers that aren’t offering a seamless shopping experience? They might as well be playing hockey without skates.

A study by Retail Council of Canada found that 73% of Canadian consumers use multiple channels before making a purchase. Whether it’s checking a product online before heading in-store or using a mobile app for curbside pickup, omnichannel is the name of the game.

Beyond websites and mobile apps, retailers are also investing in more immersive digital experiences by using flipbook software to present interactive product catalogs that can help drive engagement and support sales

“Give the customers what they want, and where they want it, or someone else will.” – Sam Walton, founder of Walmart

Retailers like Canadian Tire and Lululemon have embraced this shift, offering everything from AR-powered virtual try-ons to AI-driven customer service chatbots. If you’re still relying on a single-channel approach, you might want to rethink your strategy—because customers certainly have.

2. Artificial Intelligence and Personalization

Ever notice how Netflix knows exactly what show you’ll binge next? Retailers are now applying the same AI-driven magic to shopping experiences. From smart recommendations to dynamic pricing, artificial intelligence is helping businesses anticipate customer needs better than ever.

In Canada, more than 60% of consumers say they appreciate personalized recommendations when shopping online (Statista, 2024). AI-powered tools like chatbots, automated customer service, and predictive analytics are revolutionizing the way retailers interact with shoppers.

Take Indigo Books, for example. Their AI-driven online store suggests books based on past purchases, ensuring customers always find their next great read. Similarly, Canadian grocery chains like Loblaw are using AI to optimize inventory and reduce food waste.

“Innovation distinguishes between a leader and a follower.” – Steve Jobs

If you’re still treating all customers the same, it’s time to start leveraging AI to understand their unique preferences. Because, let’s be honest, nobody wants to be treated like just another name on a mailing list.

3. Sustainability and Ethical Consumerism

Sustainability isn’t just a buzzword anymore—it’s a full-blown consumer demand. Canadians are becoming more environmentally conscious, and they expect retailers to step up. According to PwC Canada, 49% of Canadian consumers actively seek out brands with strong sustainability commitments.

Retailers like Mountain Equipment Company (MEC) and Lush Cosmetics have already adopted eco-friendly practices, from using biodegradable packaging to reducing carbon footprints. In the fashion sector, brands like Frank And Oak focus on ethical sourcing and circular fashion models.

“The greatest threat to our planet is the belief that someone else will save it.” – Robert Swan, environmentalist

For retailers, sustainability isn’t just about doing good—it’s about staying relevant. Shoppers are voting with their wallets, and companies that ignore this trend risk being left behind.

4. The Growth of Experiential Retail

In an age where you can buy just about anything with a click, why would anyone bother going to a physical store? The answer: experiences. Retailers are realizing that if they want customers to walk through their doors, they need to offer more than just products.

From interactive showrooms to in-store events, experiential retail is transforming traditional shopping. According to Deloitte Canada, retailers who incorporate experiential elements see up to 30% higher engagement rates than those who don’t.

One standout example is Simons, which blends fashion with art installations to create immersive shopping experiences. Meanwhile, major shopping centres like Toronto’s Yorkdale Mall are integrating live music, culinary pop-ups, and even yoga classes.

If your store feels like just another aisle of products, consider how you can turn it into a destination instead. After all, a memorable experience is what keeps customers coming back.

5. The Rise of Direct-to-Consumer (DTC) Brands

For decades, retailers relied on big-box stores to distribute their products. But with the power of social media and e-commerce, brands are now skipping the middleman and selling directly to customers. This Direct-to-Consumer (DTC) model is booming in Canada, with brands like Endy (mattresses), Mejuri (jewelry), and Knix (intimates) leading the charge.

DTC brands are thriving because they offer better pricing, more control over branding, and deeper connections with customers. According to eMarketer Canada, DTC sales are projected to grow by 18% in 2025, making this one of the fastest-growing retail sectors.

If you’re a retailer, now is the time to rethink how you engage with your customers. Whether through personalized marketing, subscription models, or exclusive online collections, DTC is proving that relationships matter more than distribution channels.

6. Retail Real Estate Transformations

With foot traffic shifting and e-commerce dominating, traditional retail spaces are undergoing a makeover. Malls are no longer just shopping destinations; they’re evolving into entertainment hubs, co-working spaces, and even residential developments.

Take The Well in Toronto, a mixed-use development blending retail, office, and living spaces—it’s the blueprint for the future of retail real estate in Canada, with Toronto restaurants and leisure spaces integrated directly into the experience.

“Change is not a threat, it’s an opportunity. Survival is not the goal, transformative success is.” – Seth Godin

Retailers who adapt their physical spaces to meet new consumer expectations will thrive. Those who don’t? Well, they might just end up as another empty storefront.

As these retail trends continue to evolve, from omnichannel innovation to experiential shopping, building the right team behind the scenes is more important than ever. Agencies like SJR London work closely with fashion and retail brands to source top tier talent who can drive growth in this rapidly changing sector.

The Role of Reliable Business Operations

As exciting as these trends are, none of them work without reliable infrastructure. From food retailers needing commercial refrigerators to clothing stores depending on laundromats for clean garments, businesses can’t afford appliance breakdowns. That’s where techvillappliancerepair.ca comes in—helping retailers keep their operations running smoothly, whether it’s fixing a freezer in a grocery store or servicing a high-end café’s espresso machine. Because when appliances fail, so does the business.

Conclusion: The Future of Retail in Canada

Canadian retail is heading toward an exciting, dynamic future—one where technology, sustainability, and customer experiences take centre stage. Retailers who embrace these trends will thrive, while those who resist change risk fading into obscurity.

So, whether you’re a big-box giant or a local boutique, the key takeaway is simple: adapt, innovate, and always keep an eye on what your customers truly want. Because in the end, the best retailers aren’t just selling products—they’re selling experiences, convenience, and trust.

How to Leverage External Vendor Data for Competitive Advantage

By
Retail Insider
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Corporate Business Meeting In Conference Room. Collaborative Conversation

Businesses face tough competition, so they must use every available resource to gain an edge. One valuable tool is external vendor data. This data provides insights that improve decision-making, boost efficiency, and support growth.

However, using vendor data properly requires a plan. Knowing how to collect, analyze, and apply this information helps businesses stay ahead of competitors.

What Is External Vendor Data

External vendor data is information that comes from third-party suppliers, distributors, and service providers. It may include supplier performance, industry trends, pricing, stock availability and other data. Accessing this information helps businesses track market changes, assess supplier reliability, improve their supply chains, and conduct market research.

For example, a retailer working with multiple suppliers can compare delivery times, prices, and product quality. This helps in selecting the best vendors while keeping costs low. A manufacturing company, on the other hand, can monitor raw material costs to make better and more informed purchasing decisions.

Meanwhile, a pharmaceutical company can use an external vendor to collect data that doesn’t come from case report forms. Maximizing external vendor data for compliance and efficiency means clinical data is standardized and allows for easier interoperability and more informed decision-making.

Where to Get Useful Vendor Data

Not all vendor data is helpful. Businesses should focus on the most valuable sources, such as:

  • Supplier reports – These show order accuracy, delivery speed, and defect rates.
  • Market research firms – They provide reports on trends, competitor pricing, and demand forecasts.
  • Industry groups – Trade associations share insights on market trends and best practices.
  • Customer reviews – Feedback from buyers helps assess product quality and supplier performance.
  • Public databases – Government and industry databases provide useful data on economic trends, compliance records, and import/export activities.

Choosing reliable sources ensures businesses get accurate data to guide their decisions.

Using Vendor Data for Smarter Decisions

Vendor data helps businesses make better choices. Analyzing supplier performance reveals risks like late deliveries or poor-quality products. Companies can then renegotiate contracts or switch suppliers to avoid problems.

For instance, a manufacturing company tracking material prices from different vendors can adjust purchases for better deals. This helps cut costs while keeping quality high. Additionally, businesses can use historical data to predict future supply chain issues and make adjustments in advance.

Making Supply Chains More Efficient

Vendor data helps companies improve their supply chains. Tracking stock levels and supplier lead times prevents shortages and extra inventory. Analyzing past data allows businesses to predict demand and adjust orders accordingly.

A logistics company, for example, can review delivery schedules from different carriers to find faster routes and lower costs. This improves efficiency and customer satisfaction. Restaurants can use vendor data to track ingredient availability and avoid supply chain disruptions, ensuring they always have fresh ingredients in stock.

Getting Better Deals with Data

Knowing vendor data gives businesses an advantage in negotiations. Understanding industry prices and supplier performance helps when discussing costs and service terms.

For example, a restaurant chain working with food suppliers can use past pricing data to push for lower rates. If a supplier increases prices without a valid reason, the business can challenge the change or look for other options.

Companies can also analyze supplier history to determine if past promises were kept, using that knowledge to strengthen their negotiation stance.

Managing Risk and Meeting Regulations

Many industries must follow strict rules, so compliance is important. Vendor data helps businesses ensure suppliers meet legal and ethical standards. Tracking reports on labor practices and environmental impact helps meet regulatory requirements and reduces the risk of violations.

For example, a fashion brand sourcing materials globally must confirm suppliers follow fair labor laws. Vendor audits and certifications help check compliance and avoid harm to the company’s reputation. Companies that work with international vendors should also monitor tariffs, import restrictions, and environmental policies to prevent regulatory issues.

Adding Vendor Data to Business Systems

Businesses should connect vendor data with their existing tools to get the most out of it. Systems like Enterprise Resource Planning (ERP) software, Customer Relationship Management (CRM) tools, and analytics platforms can organize and process vendor information, making data easier to access and use.

For example, an e-commerce business linking vendor data to its stock system can automate reorders based on sales trends. This reduces human errors and improves efficiency. Companies can also integrate vendor data with budgeting software to track expenses and optimize financial planning.

Common Challenges in Using Vendor Data

While vendor data is useful, businesses may face some challenges, including:

  • Too much information – Sorting through large amounts of data can be overwhelming. Businesses must focus on what’s most useful.
  • Incorrect data – Outdated or inaccurate data leads to bad decisions. Checking sources ensures reliability.
  • Security issues – Vendor data may include sensitive business details. Strong security measures protect against data leaks.
  • Data integration issues – Some businesses struggle to connect vendor data with their internal systems. Investing in automation tools can help solve this problem.
  • Interpreting data correctly – Having the right data is one thing, but knowing how to analyze it effectively is another. Businesses should invest in training or work with data analysts to get the best results.

Solving these issues allows businesses to use vendor data effectively without unnecessary cybersecurity risks.

Final Thoughts

External vendor data is a valuable tool for gaining an edge over competitors. Businesses that collect, analyze, and use this data can make better decisions, improve supply chains, and negotiate better deals. Ensuring compliance and integrating data into business systems further boost efficiency.

By addressing common challenges and applying vendor insights strategically, companies can turn vendor data into a key asset that drives long-term growth and success.

Canadian Retail News From Around The Web For March 14, 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 24 hours.

Hudson’s Bay focused more on real estate than retail, expert says (CTV)

Court documents reveal Hudson’s Bay owes $950 million to landlords, fashion brands, banks and government (Toronto Star)

Hudson’s Bay anchors London’s two major malls. Can the stores survive? (London Free Press)

Winnipeg shoppers ‘heartbroken’ as future uncertain for Hudson’s Bay Co. (CBC)

Hudson’s Bay Cape Breton location open after one-day closure (PNI News)

Here’s the full and updated list of U.S. products Canada is placing a tariff on (CTV)

Could supporting Canadian at the grocery store come at a price? (CTV)

After pleas from Manitoba, Walmart decides to pull machetes from website, stores across Canada (CBC)

Swan song: After 57 years, Canada’s largest music store, Cosmo Music, is shutting down (Village Report)

Longo’s creates a culinary innovation centre (Grocery Business)

Legal practice preventing competition near existing Manitoba grocery stores might come to an end (CBC)

Deachman: ‘We’ve had a really good run’ — ByWard Fruit Market to close this spring (Ottawa Citizen)

‘A 10 cent premium on a can of beer:’ Toronto brewery says it expects to raise prices as a result of tariffs (CTV)

Empire Company Posts Strong Q3 Earnings with 3.1% Growth

By
Maya Johnson
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Exterior of FreshCo grocery store. Photo: Supermarket News
Exterior of FreshCo grocery store. Photo: Supermarket News

Empire Company Limited, the parent company of Sobeys, has announced strong third-quarter results for fiscal 2025, marking a 3.1% increase in total sales and improved same-store food sales growth. The company reported net earnings of $146.1 million ($0.62 per share), an 8.9% increase from the previous year, despite ongoing economic pressures and shifts in consumer spending.

The continued expansion of its discount banner FreshCo, increased focus on digital transformation, and cost efficiency initiatives have contributed to the company’s stable financial performance.

“We are pleased to see our strong execution continue in Q3, highlighted by improving same-store sales and our ongoing discipline in managing margins,” said Michael Medline, President & CEO of Empire Company Limited.

Empire’s Q3 sales totaled $7.73 billion, up from $7.49 billion in the same period last year. Same-store food sales grew 2.6%, while fuel sales saw a modest 0.8% increase. The company attributed the rise in food sales to its investments in store renovations, technology upgrades, and supply chain efficiencies.

Gross profit increased 4.8% year-over-year, reaching $2.08 billion, with a gross margin improvement to 27.0% from 26.5%. This was primarily driven by operational discipline aimed at reducing shrink, business expansion (including FreshCo and Farm Boy), and the continued rollout of private-label brands under its Own Brands program.

However, adjusted net earnings saw a slight decline, coming in at $146.1 million compared to $153.1 million in Q3 2024. The company attributed this to strategic investments in e-commerce, technology, and loyalty programs, including its growing Scene+ initiative.

Investments in Store Network and Sustainability

Empire continues to prioritize investments in its store network, with a goal to renovate 20% to 25% of its locations between fiscal 2024 and 2026. This includes capital allocated to store enhancements, refrigeration system upgrades, and other sustainability initiatives aimed at improving energy efficiency.

“Our investment in store renovations and sustainability initiatives will ensure we continue meeting evolving customer expectations,” said Medline. “By modernizing our stores and improving operational efficiencies, we are building a more resilient retail network.”

Additionally, the company remains committed to expanding its discount segment, with FreshCo now operating 48 locations in Western Canada, reinforcing its market presence in price-sensitive regions.

Image: Sobeys Orangeville

E-Commerce and Digital Expansion Fuel Growth

Empire’s digital strategy and e-commerce investments have started to pay off, with online sales increasing by 71.9% compared to last year.

While the company initially planned to open a fourth Customer Fulfillment Centre (CFC) in Vancouver, it has paused construction to focus on optimizing existing facilities in Toronto, Montreal, and Calgary. In a strategic shift, Empire ended its exclusive partnership with Ocado, allowing greater flexibility in its e-commerce expansion.

The company also expanded partnerships with Instacart and Uber Eats, completing a national rollout that enables same-day grocery delivery across its key banners, including Sobeys, Farm Boy, Longo’s, FreshCo, IGA, and Foodland.

“Our e-commerce strategy has been adjusted to ensure long-term profitability,” said Medline. “With a more flexible approach, we can better align our digital offerings with customer demand and the realities of the Canadian grocery market.”

Scene+ Loyalty Program Sees Major Growth

Empire’s co-ownership of the Scene+ loyalty program, alongside Scotiabank and Cineplex, has proven to be a key driver of customer engagement. Membership has grown from 10 million to over 15 million members since its launch, enhancing Empire’s ability to offer targeted promotions and personalized offers.

The company is leveraging machine learning and AI-driven analytics to tailor promotions, ensuring customers receive relevant deals based on their shopping habits. This data-driven approach is expected to further improve customer retention and spending.

Financial Stability and Share Repurchases

Empire maintained a stable financial position, with total assets of $16.75 billion. Free cash flow for the quarter, however, declined to $147.7 million from $349.0 million in the previous year, largely due to increased capital investments and lower operating cash flow.

In line with its commitment to returning value to shareholders, Empire repurchased 6.71 million Class A shares as part of its ongoing Normal Course Issuer Bid (NCIB) program.

The Board of Directors also declared a quarterly dividend of $0.20 per share, payable on April 30, 2025.

Outlook: Inflation, Tariffs, and Market Challenges

Looking ahead, Empire remains cautiously optimistic about its performance despite external economic challenges. The company anticipates that recent tariffs imposed by the U.S. and retaliatory tariffs from Canada could increase costs for imported goods, potentially contributing to higher inflation.

As a result, Empire is shifting focus toward increasing its Canadian-sourced products and securing alternative supply chains to mitigate cost increases.

Additionally, the company expects total capital expenditures to reach $700 million for fiscal 2025, with investments directed toward store renovations, e-commerce expansion, and logistics improvements.

“Despite the uncertain economic environment, we are confident in our ability to drive long-term growth through continued investment in our retail network, digital capabilities, and operational efficiencies,” Medline concluded.

Empire’s ability to adapt to changing consumer trends, optimize its supply chain, and enhance its digital presence positions it well for long-term resilience in the Canadian grocery market. As the company progresses through fiscal 2025, its strategic priorities remain focused on expansion, efficiency, and customer engagement.

More from Retail Insider:

Canadian Shoppers Shift to Domestic Goods at Sobeys/Empire

By
Craig Patterson
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EXTERIOR OF SOBEYS GROCERY STORE. PHOTO: SUPERMARKET NEWS

The escalating trade dispute between Canada and the United States is having a significant impact on consumer purchasing habits, as sales of American products in Canadian grocery stores continue to decline. The shift comes as shoppers grow increasingly mindful of the origins of their food, according to Empire Company Ltd., the parent company of Sobeys.

“We have heard loud and clear from our customers that they want Canadian products,” said Empire CEO Michael Medline during a conference call discussing the company’s third-quarter earnings. “Sales of U.S. products as a percentage of total sales are rapidly dropping.”

The decline in American product sales comes in response to ongoing tariff disputes between the two countries. Last week, U.S. President Donald Trump imposed a 25% tariff on all Canadian imports, excluding energy and critical minerals. However, this was later revised to exempt goods that comply with the United States-Mexico-Canada Agreement (USMCA) until April 2. In retaliation, Canada has maintained countertariffs on approximately $30 billion worth of U.S. imports.

Michael Medline
Michael Medline

Further exacerbating the situation, U.S. tariffs on Canadian steel and aluminum took effect this week, prompting Canada to implement additional retaliatory tariffs on American steel and other goods. These measures are expected to drive up prices for U.S.-sourced products on Canadian shelves, forcing retailers and suppliers to reevaluate their sourcing strategies.

Retailers and Suppliers Adapt to Avoid Price Increases

Empire, which operates grocery chains such as Sobeys, Safeway, FreshCo, and IGA, currently sources about 12% of its products from the U.S. Medline emphasized that the company has already identified alternative suppliers in nearly every product category. Additionally, Empire is pressuring suppliers to ensure that unnecessary price increases do not burden consumers.

Some suppliers are also taking steps to maintain their competitiveness in the Canadian market. Swiss chocolatier Lindt & Sprüngli, for example, has historically imported about half of its Canadian inventory from U.S. plants. In response to the tariffs, the company has decided to shift its Canadian supply chain to source products directly from Europe, bypassing American production facilities altogether.

Canadian-Made Products See Boost in Sales

Retailers have been proactive in guiding consumer behaviour by introducing store signage that highlights Canadian-made products. Grocery giant Loblaw Cos. Ltd., for instance, has rolled out a new “T” symbol on store signage to indicate which products have been affected by tariffs. This approach has contributed to the increasing preference for domestic goods, leading to a decline in sales of U.S. imports.

Empire has also reported a noticeable uptick in demand for Canadian-made products, a trend that Medline attributes to both the trade conflict and the company’s efforts to showcase local brands. “Customers are making a conscious effort to support Canadian businesses,” he said.

Loblaw ‘T’ label in stores, marking tariff-impacted goods. Image: Loblaw Companies

Potential Risks to Consumer Confidence

While the immediate effects of the trade war appear to be benefiting Canadian producers, Medline cautioned that the larger concern lies in the potential economic impact and consumer confidence. “The uncalled-for tariffs and retaliatory measures pose a real threat to the Canadian economy,” he warned. “While we have a strong plan to deal with the direct impacts, we can’t ignore the broader risks.”

At present, Empire has not observed a significant shift in consumer spending behaviour beyond product sourcing preferences. However, continued economic uncertainty could lead to cautious consumer spending, which may affect overall retail performance in the long run.

Strong Financial Performance Despite Market Uncertainty

Despite the challenges posed by the trade war, Empire has reported strong financial results for the third quarter. The company posted a net profit of $146.1 million, or 62 cents per diluted share, in the 13 weeks ending February 1, compared to $134.2 million, or 54 cents per share, in the previous year.

Same-store sales, which track revenue growth excluding new store openings, rose by 2.6% (excluding fuel sales), while total revenue increased by 3.2% to reach $7.7 billion for the quarter.

Adapting to a Changing Trade Environment

As the trade dispute continues to unfold, Canadian grocery retailers and suppliers are positioning themselves to mitigate its effects. With a growing preference for local products, retailers are working to solidify their supply chains and support Canadian businesses. However, the uncertainty surrounding future trade negotiations means that businesses must remain agile and prepared for potential market disruptions.

“We are adapting quickly and working to ensure that reactionary or unnecessary costs do not reach our customers,” Medline concluded. “Our focus remains on delivering quality products at fair prices, regardless of the challenges we face.”

More from Retail Insider:

Fashion Retailer Fights Back Against Rising Retail Crime

By
Craig Patterson
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101 Yorkville Avenue in Toronto, including CityLux Boutique. Photo: Craig Patterson

Retail crime is reaching crisis levels in Canadian cities, with retailers struggling to protect their businesses against increasingly brazen thefts. While mainstream media has reported on some high-profile incidents, the true extent of retail crime remains largely unspoken—many retailers opt not to report incidents, either due to lack of faith in the police response or concerns about escalating the situation. The growing problem is putting immense pressure on independent business owners, who are often left to fend for themselves.

One retailer taking a stand is Sunan Spriggs, owner of CityLux Boutique, a women’s fashion retailer with locations in Toronto’s upscale Yorkville area at 101 Yorkville Avenue and in downtown Vancouver at 1015 Howe Street. Frustrated with the rising tide of thefts at her stores and the lack of meaningful action from law enforcement, Spriggs has begun posting photos of shoplifters online in an attempt to deter crime and recover stolen goods.

Sunan Spriggs

Retail Crime: A Growing but Underreported Crisis

According to Spriggs, theft has become a daily occurrence at both of her locations, but the nature of retail crime varies between the two cities. In Toronto, her store is frequently targeted by well-organized shoplifting rings that scout items in advance and then send in highly skilled thieves to execute the theft. “These people are professionals,” she explains. “They come in, they stand around talking, looking like regular shoppers. They wait for the perfect moment and, within seconds, an item is gone without a trace.”

In Vancouver, she faces a different challenge. “There, it’s more of an issue with addicts and street crime,” she says. “It’s harder to deal with because you don’t know what they’re capable of. You don’t know if they have a weapon or if they’re going to become aggressive.”

Spriggs is not alone in her concerns. In Toronto’s Bloor-Yorkville area, retailers have formed a private WhatsApp group to share information on crime in real time. Members post descriptions and images of shoplifters to alert others about individuals targeting stores. “Every single day, someone in the group is reporting another theft,” Spriggs says. “We’re doing what we can, but the police aren’t helping.”

CityLux at 1015 Howe St. in Vancouver. Image: Apple Maps

Lack of Police Response and Government Roadblocks

Despite the surge in retail crime, Spriggs says police have offered little assistance. “I’ve filed reports, sent in video evidence, and at the end of the day, nothing happens,” she says. “The police have even told me directly that they don’t have time for retail theft.”

The situation is even more frustrating in British Columbia, where the provincial government is considering whether posting images of shoplifters could constitute a breach of privacy. “Instead of cracking down on crime, they’re talking about protecting criminals’ privacy,” Spriggs says. “It’s outrageous. Where’s the protection for us business owners?”

As small retailers struggle with theft and security costs, they face additional barriers that large corporations do not. Many small businesses lack the budget for professional security, and with high insurance deductibles, it often doesn’t make financial sense to file claims for stolen goods. “Our hands are tied,” Spriggs says. “We can’t chase them, we can’t detain them, we can’t post their pictures. So what are we supposed to do—just let them steal?”

Video posted by CityLux Boutique of thefts

Retailers Fighting Back

With few other options, Spriggs has taken matters into her own hands by posting surveillance footage and images of shoplifters on social media. “It works,” she says. “In Vancouver, I had $3,000 worth of merchandise returned after posting photos online. Sometimes they don’t come back, but someone recognizes them and reaches out. In some cases, we’ve even gotten the money back after they sold the product.”

The approach has sparked debate, with some arguing that it could lead to potential lawsuits. “Legally, it’s a grey area,” Spriggs admits. “Some say it could be considered a privacy violation, others say it could be seen as extortion. But I’d love to see anyone try to argue in court that a retailer should be sued for exposing a thief.”

Yorkville Avenue in Toronto. Photo: Craig Patterson

Escalating Crime and the Economic Impact

The financial impact of retail crime is devastating. Many small businesses already operate on thin margins, and the additional costs of theft—along with vandalism and security measures—are becoming unsustainable. “People don’t realize that losing a few thousand dollars in merchandise can be the difference between making payroll and having to let someone go,” Spriggs says. “And when small businesses shut down, the whole community suffers.”

Retail crime also contributes to rising prices, as stores increase costs to offset losses. Meanwhile, consumers who prioritize finding the cheapest deals online—often from overseas companies—further strain local businesses. “If people keep chasing the lowest price from giant retailers or international brands, they’re going to wake up one day and realize that all the small businesses in their community are gone,” Spriggs warns.

Calls for Reform

Retailers like Spriggs are calling for legislative changes to hold repeat offenders accountable. “Right now, if you steal under $5,000, you’re basically given a slap on the wrist,” she says. “That has to change. There need to be real consequences, or people will just keep stealing.”

She also believes the government should step in to support small businesses in combating retail crime. “If they won’t change the laws, at least give us some kind of financial relief,” she says. “Subsidies for security, tax breaks, something. Because right now, we’re on our own.”

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Can Hudson’s Bay Survive? A Loyal Shopper Shares Insights

By
Craig Patterson
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Hudson's Bay at Southgate Centre in Edmonton. Photo: Mike Friel

Hudson’s Bay, Canada’s oldest department store chain, is at a pivotal moment as it restructures under the Companies’ Creditors Arrangement Act (CCAA). For loyal shoppers like Edmonton-based Christopher Lui, the decline of Hudson’s Bay has been both frustrating and heartbreaking. Having shopped at the retailer for decades, Lui has witnessed first-hand the store’s transformation, missteps, and eventual financial struggles.

Christopher Lui

Early Signs

Lui recalls the early signs that Hudson’s Bay was losing its grip on Canadian retail. “They actually did a good job trying to maintain things even through the pandemic. They relaunched the rewards program, but the algorithm was off. I would buy something, and instead of getting an offer for something complementary, I would get a discount on the same thing the following week. It just didn’t make sense.”

Another major issue was the deterioration of Hudson’s Bay’s delivery system for online shopping. “They used to rely on Canada Post, then they switched to FedEx or UPS. But suddenly, they moved to Intelcom, which doesn’t even have its own fleet. Deliveries were subcontracted, and packages arrived in minivans,” Lui said. “Tracking was unreliable, and getting updates was nearly impossible.”

The Marketplace Disaster and Website Issues

Hudson’s Bay also attempted to modernize with an online marketplace, allowing third-party vendors to sell through theBay.com. “It was awful. It wasn’t clear if you were buying from Hudson’s Bay or a third-party retailer. The return policies were all over the place, and often, you couldn’t return items at all. Complaints flooded in, and they quietly shut the marketplace down.”

Website functionality was another concern. “Stock locator tools were unreliable. I’d check online, and it would say ‘out of stock,’ but then I’d visit the store and find the item sitting on the shelf. Product descriptions and images were sometimes mismatched, which made shopping confusing.”

On Monday of this week, all escalators and elevators were down at the Hudson’s Bay flagship floor in downtown Vancouver. Shoppers had to walk up a set of fire stairs to get to the 6th floor men’s store. Photo: Lee Rivett

Store Experience: A Rapid Decline in Quality and Maintenance

Lui continued shopping at Hudson’s Bay’s Southgate location in Edmonton, which he considered a flagship store. “It used to have all the big brands—Hugo Boss, Weekend Max Mara, Polo Ralph Lauren, Strellson. But over time, some brands left, and replacements weren’t as strong. They once tried to introduce a new high-priced women’s brand, but it failed after just one season.”

Store maintenance also suffered significantly, affecting the overall shopping experience. “Escalators were broken, elevators stopped working, and water damage became evident. At West Edmonton Mall, I saw buckets catching water leaks. That’s never a good sign.”

Beyond infrastructure, the store environment itself deteriorated. “Carpets were worn out, lighting was dim in some sections, and fitting rooms often looked neglected. The once-elegant atmosphere of Hudson’s Bay had been replaced with something that felt neglected and outdated,” Lui explained.

Customer service also became a pain point. “It used to be that you could find well-trained, helpful sales associates, but in the last few years, that changed. Staff seemed to be stretched thin, making it difficult to get assistance. And when you did, they didn’t always have the product knowledge they once had.”

Hudson’s Bay also scaled back in-store services that once differentiated it from competitors. “They used to have more personalized services, whether it was tailoring, beauty consultations, or personal shoppers. But those have either disappeared or been scaled back to the point where they don’t provide the same value anymore.”

Lui also lamented the lack of innovation in the in-store shopping experience. “Retailers like Holt Renfrew and Simons have updated their store layouts to feel more modern and inviting, while Hudson’s Bay stores feel stuck in the past. Instead of creating an inviting atmosphere where customers want to linger, it feels like they’ve just let everything age.”

An empty Hugo by Hugo Boss designer area at Hudson’s Bay Queen Street.

A Mishandled Credit Card Transition

A critical misstep was the transition of the Hudson’s Bay credit card to Neo Financial. “With the old system, you could pay your bill in-store, which kept customers coming back. But Neo Financial moved everything online, which alienated older customers who struggled with digital banking. There was no real incentive to sign up for the new card, and the rewards weren’t competitive.”

Lui noted that the transition process itself was also problematic. “When they switched over, there was confusion about existing accounts, payments, and how customers could access their statements. Many people, especially seniors who relied on in-person banking, struggled to set up their online accounts. Customer service wait times increased, and the lack of a physical payment option meant fewer trips to the store.”

Beyond accessibility, the perks of the Neo Financial card failed to attract shoppers. “The previous credit card programs had better rewards and a more straightforward redemption system. The Neo card had limited in-store benefits, and compared to other rewards programs, it just wasn’t competitive. If I can earn better rewards on another card, why would I use Hudson’s Bay’s credit card?” Lui said. “It felt like they launched this with minimal thought to their loyal customers.”

The Decline of the Gift Registry and Changing Consumer Habits

Hudson’s Bay’s gift registry, once a major draw for engaged couples, has also fallen out of favour. “They outsourced it to MyRegistry, and it’s just not the same. People used to gift fine china and housewares, but younger generations don’t want those items. Weddings have changed, and so has demand. Hudson’s Bay failed to adapt.”

Lui noted that in past decades, the Hudson’s Bay gift registry was a key part of wedding planning for many Canadians. “It was seamless. Couples would go to a Hudson’s Bay store, select items in person, and guests could purchase them either online or in-store, knowing the couple would receive exactly what they wanted. It was well-integrated into Hudson’s Bay’s retail experience, and it helped build long-term customers.”

However, as lifestyles changed, so did consumer needs. “Millennials and Gen Z don’t register for formal dinnerware anymore. They want experiences, travel, and cash gifts instead. Hudson’s Bay didn’t update their registry model to reflect this shift, and outsourcing it just made it feel like an afterthought,” Lui explained.

Several brands pulled product from Hudson’s Bay’s Vancouver store this week. Photo is of the 6th floor men’s store, by Lee Rivett

Is There Hope for Hudson’s Bay?

Lui still believes Hudson’s Bay could have a future, but only if it adapts. “They should focus on smaller, more curated stores and strengthen their online presence. They need to make cross-shopping between in-store and online seamless. Instead of home delivery, let customers pick up and try items in-store, reducing returns.” “The online presence could be strengthened by utilizing Augmented Reality (AR) for virtual try-ons (e.g., fashion, makeup, or furniture placement).”

Experiential retail could also be a solution. “Department stores overseas have restaurants, wine bars, and experiences that make people want to visit. Hudson’s Bay used to have in-store cafes, but those disappeared. Nordstrom did this well before closing in Canada.”

Additionally, Hudson’s Bay must rethink its product assortment. “They need to bring in brands that resonate with younger shoppers and balance affordable fashion with high-end options. Stores like Simons have successfully blended trend-driven styles with accessible price points. Hudson’s Bay should take note.”

Another crucial element is customer service. “Hudson’s Bay used to be known for its service, but that has diminished over time. If they improve staffing levels, train employees properly, and provide personalized shopping experiences, they might regain customer trust.” “Using Artificial Intelligence could help with personalizing customer service. An AI-powered chat or video calls with a virtual shopping assistant could offer suggestions and personalized recommendations from the entire store and even across categories.”

Lui also suggests better leveraging loyalty programs. “Their rewards system could be improved by expanding partnerships beyond Hudson’s Bay stores. Allowing customers to earn and redeem points at other retailers, airlines, or even restaurants could boost engagement and keep shoppers invested.”

As Hudson’s Bay moves through restructuring, its future remains uncertain. For Lui, Hudson’s Bay’s story is a cautionary tale of how a once-dominant retailer lost its way. “The consumer changed, and Hudson’s Bay didn’t keep up. But if they rethink their strategy, there’s still a chance to survive. The question is: will they?”

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Age of Union & Re:wild Partner to Protect Global Biodiversity

By
Craig Patterson
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Dax Dasilva, Founder of Age of Union and Wes Sechrest, Chair and CEO of Re:wild (CNW Group/Age of Union Alliance)

Canadian non-profit environmental organization Age of Union, led by Emmy award-winning executive producer and Lightspeed Commerce Inc. CEO Dax Dasilva, has announced a strategic partnership with global conservation organization Re:wild. The collaboration, revealed at the South by Southwest (SXSW) Convention in Austin, Texas, will merge Age of Union’s expertise in storytelling and grassroots conservation with Re:wild’s extensive scientific and environmental initiatives.

Re:wild, co-founded by a team of conservation scientists alongside Leonardo DiCaprio, has made significant strides in protecting wildlife and ecosystems worldwide. Through this new partnership, both organizations aim to expand their impact, mobilizing resources, amplifying conservation efforts, and inspiring action through immersive storytelling.

Commitment to Protect Madagascar’s Biodiversity

The first major initiative under the Age of Union and Re:wild collaboration is a USD 1 million investment dedicated to protecting Madagascar’s fragile ecosystems. Madagascar, home to some of the world’s most unique yet endangered species, has lost over 90% of its original forest cover due to deforestation and unsustainable land use. To counteract this, Age of Union and Re:wild will support conservation programs focused on forest restoration, species protection, and local economic development.

The investment will be allocated over five years, with an initial USD 200,000 set for 2025. This funding will help:

  • Strengthen the management of key biodiversity sites in Madagascar’s eastern rainforests.
  • Support species conservation initiatives through the newly established “Madagascar Biodiversity Action Fund.”
  • Expand community-led conservation programs that balance environmental protection with sustainable economic growth.

Dasilva, who personally visited Madagascar in 2024 alongside Re:wild’s Chief Conservation Officer Russell Mittermeier, emphasized the urgency of action. “Madagascar is one of the most biodiverse places on Earth, yet it faces severe environmental threats. Our partnership with Re:wild is about scaling solutions that work and empowering local communities to protect their own ecosystems,” he stated.

Strengthening Global Conservation Efforts

Through this partnership, Age of Union and Re:wild will integrate their conservation models to maximize effectiveness. Key areas of collaboration include:

  • Scaling Conservation Funding – Re:wild will oversee financial and technical aspects to unify donor efforts and streamline project execution.
  • Enhancing Scientific Impact – Age of Union’s initiatives will align with Re:wild’s conservation frameworks to ensure measurable outcomes.
  • Expanding Storytelling and Advocacy – Age of Union will continue its emphasis on conservation-focused storytelling through films, immersive art installations, and global awareness campaigns.

Re:wild CEO and Chair Wes Sechrest highlighted the synergy between the two organizations: “Under Dax Dasilva’s leadership, Age of Union has developed an incredible network of conservation initiatives that complement Re:wild’s global strategy. By working together, we can amplify our impact and drive meaningful change for the planet.”

Launch Celebration and Future Outlook

To celebrate the partnership, Age of Union and Re:wild will co-host an exclusive event on March 14, 2025, in downtown Austin, Texas. The evening will feature Age of Union’s immersive art exhibit The Black Hole Experience (BHX) Season 2, a live discussion panel, an auction, and a performance by renowned DJ Tiga.

Looking ahead, the two organizations plan to expand their collaborative efforts beyond Madagascar, targeting critical biodiversity regions across Canada, Indonesia, the Democratic Republic of Congo, Peru, Haiti, Trinidad, and West African waters. With Age of Union’s mission to unite humanity with nature and Re:wild’s focus on large-scale ecological restoration, the partnership aims to reshape the global conservation landscape.

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Empire planning to renovate 20-25% of its store network

By
Mario Toneguzzi
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EXTERIOR OF SOBEYS GROCERY STORE. PHOTO: SUPERMARKET NEWS

Empire Company Limited (TSX: EMP.A) announced on Thursday its financial results for the third quarter ended February 1, 2025. For the quarter, the company recorded net earnings of $146.1 million ($0.62 per share) compared to $134.2 million ($0.54 per share) last year. For the quarter, the company recorded adjusted net earnings of $146.1 million ($0.62 per share) compared to $153.1 million ($0.62 per share) last year.

Michael Medline
Michael Medline

“We are pleased to see our strong execution continue in Q3, highlighted by improving same-stores sales and our ongoing discipline in managing margins,” said Michael Medline, President & CEO, Empire.

Empire is a Canadian company headquartered in Stellarton, Nova Scotia. Empire’s key businesses are food retailing, through wholly-owned subsidiary Sobeys Inc., and related real estate. With approximately $31.1 billion in annual sales and $16.8 billion in assets, Empire and its subsidiaries, franchisees and affiliates employ approximately 128,000 people.

The company said it is continuing to enhance data capabilities and deepen the understanding of customers, allowing it to effectively capture emerging trends. It said it aims to grow total adjusted EPS over the long-term through net earnings growth and share repurchases.

“Over recent years, the Company has accelerated investments in renovations, conversions, and new stores along with store processes, communications, training, technology and tools. Investing in the store network will remain a priority, demonstrated by a sustained emphasis on renovations and continued new store expansion. The Own Brands program enhancement will remain a priority through increased distribution, shelf placement and product innovation,” Empire said in a news release.

“The Company intends to invest capital in its store network and is on track with its plan to renovate approximately 20% to 25% of the network between fiscal 2024 and fiscal 2026. This capital investment includes important sustainability initiatives such as refrigeration system upgrades and other energy efficiency initiatives.

“For fiscal 2025, capital spend is expected to be approximately $700 million, with approximately half of this investment allocated to renovations and new store expansion, 25% allocated to IT and business development projects and the remainder allocated to central kitchens, logistics, sustainability and e-commerce. The Company is on track with its plan to renovate approximately 20% to 25% of the network between fiscal 2024 and fiscal 2026.”

Regarding its financial results, Empire said food sales for the quarter increased by 3.1% primarily driven by positive growth across the business, particularly in Full-Service and FreshCo. Fuel sales for the quarter increased by 2.7% driven by higher fuel prices and higher volume compared to the prior year.

Gross profit for the quarter increased by 4.8%, primarily driven by higher sales, strong performance and operational discipline aimed at reducing shrink, and business expansion (Farm Boy, FreshCo and Voilà). Gross margin for the quarter increased to 27.0% from 26.5% in the prior year primarily as a result of disciplined execution and targeted efficiencies in our stores aimed at reducing shrink. Excluding the mix impact of fuel sales, gross margin for the quarter was 43 basis points higher than the prior year.

Voilà by Sobeys and Voilà par IGA promises to help Canadians stay one step ahead of their busy lives, underscored by a new tag line “Your groceries delivered. Just like that.” (CNW Group/Empire Company Limited)

“Voilà, the Company’s online delivery business, has three active CFCs located in Toronto, Montreal and Calgary. In the fourth quarter of fiscal 2024, the Company decided to pause the opening of its fourth CFC in Vancouver, British Columbia to focus efforts on driving volume and performance in its three active CFCs. Construction of the external building for the fourth CFC has been substantially completed with the internal work related to the grid build and robot commissioning not yet started. Once e-commerce penetration rates in Canada increase, the Company will be in a position to make a decision quickly on when it will proceed with the opening of its fourth CFC,” said Empire.

“Since fiscal 2018, the Company has been expanding its FreshCo discount format to Western Canada and its significant growth has been driven by store conversions and regional expansion. The value proposition and strong multicultural assortment, along with the addition of the Scene+ loyalty program, has supported the growth and expansion of the discount format. As at March 12, 2025, FreshCo has 48 stores operating in Western Canada and the Company expects to achieve its original targeted growth of converting up to 25% of 255 Safeway and Sobeys Full-Service format stores in Western Canada over the next several years.

“Recent imposition of tariffs by the United States government and retaliatory tariffs by the Canadian government are expected to create volatility in the Canadian economy, including higher future costs for importing goods, potentially contributing to higher inflation if increased costs are passed to Canadian consumers. The timing and duration of increased tariffs create financial uncertainty for Canadian companies, and may lead to potential job losses, reduced economic activity, and weakening confidence in the future, and could disrupt supplier relationships and the supply chain, and this may increase the volatility in the Company’s operational results.  Currently, approximately 12% of the Company’s annual sales are related to goods sourced from the United States. The Company continues to focus on reducing this percentage by promoting local and Canadian products or by seeking alternate sources of supply outside the United States.”

Founded in 1963, Empire Company Limited has grown into a major player in Canadian retail through a series of strategic acquisitions and investments. The company owns, affiliates, or franchises more than 1,500 stores across Canada, operating under various banners including Sobeys, Safeway, IGA, Foodland, Farm Boy, FreshCo, Thrifty Foods, and Lawtons Drug.

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