Powered by M6, the new iMac delivers a massive leap in performance and AI capabilities — all in its strikingly thin all-in-one design, available in seven vibrant colours. Photo: Apple.
Apple is bringing its M6-powered iMac to Canada at a starting price of $2,099, keeping the entry price unchanged from what it was charging immediately before the refresh while adding more processing power, connectivity and AI capability. Pre-orders opened October 28, with the new 24-inch models reaching Apple Stores and Apple Authorized Resellers on November 6.
The base configuration pairs a 10-core CPU with a 10-core GPU and starts at $2,099. A higher-spec model with a 12-core CPU and 12-core GPU starts at $2,299.
That pricing needs some context. Apple launched the M4 iMac in Canada at $1,699 in 2024, but by the time the M6 arrived the outgoing M4 was starting at $2,099, so this generation brings a hardware upgrade without another increase to the entry price.
More Processing Power, Same Basic Format
The new iMac retains the 24-inch 4.5K Retina display and familiar all-in-one design while moving to Apple’s M6 processor. Configurations now extend to a 12-core CPU and 12-core GPU, adding two CPU and GPU cores over the previous generation.
Apple says the M6 model can deliver up to twice the graphics performance of the M4 iMac in some workloads and up to five times faster on-device AI performance. Those are Apple benchmark figures rather than independent performance tests, but they make clear where the company is concentrating this generation’s hardware gains.
AI is also central to Apple’s marketing for the new machine. With macOS 27, the iMac supports Apple Intelligence and Siri AI functions including contextual search, writing assistance and actions across supported applications, although Siri AI remains in beta and feature availability varies by language and region.
Connectivity Gets a More Practical Upgrade
The less headline-friendly improvements may be more immediately useful for some buyers. The M6 iMac adds Wi-Fi 7 and Bluetooth 6, while the 12-core configuration can be equipped with 2.5 Gigabit Ethernet; Apple also claims SSD read and write performance up to twice that of the previous generation.
Up to four Thunderbolt 4 ports are available, and the iMac can support as many as two external 6K displays. Apple has otherwise kept the familiar consumer-facing formula intact, offering the machine in blue, green, pink, yellow, purple, orange and silver with matching accessories.
For Canadian buyers, the practical story is less about a redesigned iMac than what Apple is putting into the existing format without another immediate price increase. Customers can order through the Apple Store online, with physical retail availability beginning November 6.
Living in Vancouver, lululemon’s story hits close to home. I’ve worked with the brand, worked for another company founded by the Wilsons, and know countless people across the company. I want them to win.
But right now, lululemon is facing significant challenges. Its stock has fallen sharply this year, and investors are questioning whether the company’s leadership can restore its momentum. In a September message to employees, Heidi O’Neill emphasized a return to the brand’s core identity through innovative, distinctive products.
So when lululemon launched its GANNI collaboration on October 15 alongside a high-energy dance campaign, I couldn’t help but wonder: is lululemon taking a page from Gap’s comeback playbook? The similarities are worth exploring.
How Gap Rebuilt Brand Excitement
Between 2021 and 2023, Gap experienced considerable leadership turnover while struggling with declining sales and fading brand relevance. The company needed a new direction and a reason for consumers to pay attention again.
In 2024, Gap began rebuilding excitement through culturally relevant music, dance and fashion collaborations. Its campaigns featured Tyla and Jungle in early 2024, followed by Troye Sivan, Parker Posey and KATSEYE. Each brought a different cultural personality to the brand, but the campaigns shared a consistent sense of energy and self-expression. Classic white T-shirts and blue denim remained central to the performances, and it’s hard not to be entertained.
Collaborations with contemporary fashion brands such as Cult Gaia and Sandy Liang also brought fresh perspectives to the familiar styles associated with Gap. Together, these initiatives gave consumers new ways to engage with products they already knew.
And the results suggest the approach is working. Gap reported more than 500 million social views for its KATSEYE campaign, while Gap Inc.’s CEO linked the campaign to double-digit denim growth. More recently, the Gap brand reported a 10% increase in comparable sales in the second quarter of 2026.
The results suggest Gap is rebuilding its market appeal. By maintaining a consistent creative direction and choosing collaborations that connect with contemporary culture, the brand has found its way back into the conversation.
Given Gap’s success, I’d be surprised if its comeback hasn’t attracted attention at lululemon. The similarities in their approaches are hard to ignore: celebrity partnerships, fashion-forward collaborations and high-energy dance films designed to rebuild interest and demand.
To me, lululemon has found a compelling way to bring that creative approach into its own brand identity. And with competitors such as Alo attracting attention through more fashion-forward and aspirational positioning, the GANNI partnership makes sense.
Lululemon x Ganni collection
Fashion Meets Function in the GANNI Collaboration
Featuring GANNI’s signature leopard print, the collection brings a playful, fashion-forward perspective to lululemon’s technical clothing. Inspired by the brands’ shared love of movement and dance, the collaboration uses those themes to bring the product story to life.
Casting Flashdance star Jennifer Beals alongside performer METTE connects different generations through a shared cultural reference. The short film, launched across social media and lululemon’s website, brings fresh energy to the brand and reinforces its positioning where fashion meets functionality.
Lululemon began teasing the collection on social media ahead of its launch, building anticipation among consumers. Other creative details carry the campaign’s story from discovery through to shopping: models posing in dance stretches on product pages, boleros and leg warmers incorporated into the styling, and social channels adopting the collaboration’s colours and visual themes.
ELLE also published an interview with GANNI creative director Ditte Reffstrup and lululemon global creative director Jonathan Cheung, exploring how the partnership brings performance and style together.
Initial demand appears strong, with some styles selling out quickly online and the collaboration attracting considerable media attention. It’s too early to assess the broader commercial impact, but I think it’s a promising direction. Partnerships like GANNI could play a larger role in how lululemon rebuilds excitement around its products and connects with fashion-conscious consumers.
Bringing the Campaign to Life Through Club Dance
What I think took this launch to the next level, and made it feel particularly ownable to lululemon, was how the GANNI x lululemon Club Dance pop-up in Brooklyn brought the collaboration to life through the brand’s community-focused roots.
Lululemon shared a public invitation with its social media community to “Come Dance,” inviting people to experience the collaboration over three days. The event featured free daytime dance classes with instructors and evening parties with DJs. METTE and Jennifer Beals attended the launch night, which featured dance performances choreographed by Kristin Sudeikis, creating an infectious mix of music, movement and nostalgic 1980s energy.
Guests could browse the 22-piece collection while dancing the night away. The event brought together the fashion, music and movement that defined the campaign, giving people an opportunity to experience the collaboration beyond a screen.
Images from Club Dance show attendees expressing their personal style, mixing collection pieces with more avant-garde fashion and leaning into 1980s nostalgia. The colours, styling and energy carried the campaign into a real community experience, making the “joy of movement” something people could actually participate in.
To me, this is where lululemon’s approach becomes particularly interesting. The brand has long built its identity around movement, wellness and community, and Club Dance brought those ideas into a fashion-focused setting that felt fresh and relevant.
There are also broader trends at work, including the growing influence of dance and the popularity of activewear that doubles as streetwear. Hailey Bieber’s collaboration with activewear brand Adanola draws on her love of ballet and the dancer-off-duty aesthetic. Like GANNI x lululemon, the collection reflects an interest in clothing that moves between active pursuits and everyday fashion.
Personally, as someone who loves dance and leans more fashion-forward, I’m naturally more engaged, entertained and moved by these campaigns. They also make me more inclined to buy the clothes.
So if lululemon’s next chapter includes more product collaborations and dance-led campaigns, I’m here for it. Gap has demonstrated how a consistent creative direction can help restore excitement around an established brand, and lululemon has an opportunity to build on its own heritage of movement and community while introducing a fresh fashion perspective.
The challenge will be sustaining that excitement beyond the initial launch and turning consumer attention into lasting demand. For now, GANNI x lululemon feels like an encouraging start.
About the Author: Cydney Shapiro
Cydney Shapiro is a brand and marketing consultant with 20 years of experience helping premium retail and hospitality brands grow. Her background includes leadership roles with Aritzia, JOEY Restaurants and Moxies Restaurants, where she contributed to digital transformation, brand development and market expansion. She currently consults through Upper Story Branding, advising businesses on brand and marketing strategy. [Cydney Shapiro’s Substack]
On Sunday, November 1, many Canadians will turn their clocks back again. Others will leave them alone. British Columbia, Alberta and Manitoba have moved to end seasonal clock changes. Saskatchewan has followed a different path: most of the province has observed Central Standard Time year-round since 1966.
Canada’s increasingly fragmented approach raises two questions. Should seasonal clock changes end? And which time should become permanent?
Ending the ritual is an appealing proposition. Choosing the right permanent time requires more thought, including about how Canadians buy, prepare and consume food.
Changing the clock does not create daylight. Standard time places sunrise and sunset an hour earlier on the clock than daylight saving time. The choice is about where daylight falls relative to work, school and household schedules.
For restaurants, cafés and grocers, those schedules matter. Breakfast before work, lunch between meetings and dinner after picking up the children represent distinct commercial opportunities. Moving daylight around those routines can influence when customers arrive—and potentially whether they arrive at all.
Research directly examining hospitality businesses does exist. A study published in Tourism and Hospitality Research, surveyed 41 small hospitality and tourism operators around Perth, Western Australia. The sample included wineries, bed-and-breakfasts, food factories and other businesses open to the public. The largest group reported no major business impact from daylight saving, but just over one-third considered it detrimental. Some operators identified changes in customer behaviour, working patterns and their own lifestyles.
That study offers a useful warning against assuming that brighter evenings benefit every business. It was, however, a small survey of operators’ perceptions across several business types. It cannot establish how Canadian restaurant revenues would respond to permanent standard time.
Transaction data provide another perspective. In its report, Shedding Light on Daylight Saving Time, the JPMorgan Chase Institute compared card spending in Los Angeles, which changes its clocks, with Phoenix, which does not. Following the autumn return to standard time, daily card spending per person in Los Angeles declined by 3.5 per cent relative to Phoenix. Grocery spending fell by almost six per cent, while restaurant spending changed considerably less. Much of the overall decline reflected fewer transactions.
For food businesses, that distinction matters. A darker evening may discourage an additional grocery stop without cancelling a dinner reservation. Shopping for milk and meeting friends at a restaurant are different decisions.
For grocers, the operational implications deserve attention. Prepared meals depend on matching production with customer traffic. If shopping patterns shift, stores may need to adjust staffing, cooking schedules and markdowns. Preparing rotisserie chickens for yesterday’s traffic pattern is an expensive way to discover that consumer habits have changed.
For restaurants, breakfast, lunch and dinner should be examined separately. Brighter mornings could conceivably support morning visits, while brighter evenings could encourage after-work outings. These are reasonable hypotheses to test. They are not established sales outcomes.
Restaurants Canada and grocery associations could contribute by examining hourly transactions, average spending and customer visits around clock changes. The industry needs evidence that distinguishes a temporary adjustment from a lasting change in demand.
There is also a nutritional dimension. A study published in the Journal of Marketing found that the spring transition to daylight saving time increased calorie consumption from largely unhealthy packaged snacks and reduced fitness-centre visits. The researchers did not find the same snack-consumption effect after the autumn transition. Their findings concern the disruption caused by changing the clocks, rather than a direct comparison of permanent time systems. Nevertheless, they show that the consequences extend beyond sleep.
The strongest case for permanent standard time rests on biological alignment. The American Academy of Sleep Medicine supports it because it better matches human circadian rhythms. Morning light helps synchronize the internal clock, while later evening light can delay sleep. In a northern country with limited winter daylight, darker mornings deserve serious consideration.
Financial coordination matters as well. Ontario and Quebec are closely connected to New York and the northeastern United States through financial markets, transportation and food distribution. Ontario passed legislation in 2020 to enable permanent daylight-saving time, although implementation has remained tied to coordination with neighbouring jurisdictions, particularly Quebec and New York. Predictable cross-border schedules have clear practical value.
But choosing a permanent system should involve more than a preference for bright evenings. Governments must weigh biological rhythms, commercial activity and regional coordination together.
Canada should move toward a coordinated end to seasonal clock changes, with permanent standard time as the objective and a practical transition developed with trading partners.
Canadians have spent enough time moving the hands. It is time for governments to make a decision.
Retail Insider has released Q3 2026 Retail Technology: AI Moves Deeper Into Retail Decisions, authored by Retail Insider founder and publisher Craig Patterson. The report examines how artificial intelligence and connected systems are moving into merchandising, product discovery, payments and distribution.
The report covers Canadian retail software, e-commerce, customer engagement, loyalty technology, cybersecurity, automation, point-of-sale systems and payments. It draws on company disclosures, Retail Insider coverage, industry research and government data, distinguishing deployed services from pilots, forecasts and emerging customer behaviour during the quarter.
Retail Insider Reports provide executive-level analysis of the sectors and operating issues shaping Canadian retail. The Retail Insider Report Hub brings the quarterly collection together, connecting company developments with broader evidence and the commercial questions behind new investments.
General Themes
AI is entering defined decisions: Assortment planning, grocery carts and freight processing provide concrete operating applications.
Data quality remains foundational: Recommendations and automation depend on accurate information moving between systems.
Discovery is not purchasing: AI use, machine traffic and autonomous transactions represent different stages of adoption.
Convenience has an economic cost: Payment choice, digital pricing and cross-border tools must justify their operating expense.
Results matter more than novelty: Availability, conversion, processing time, errors and cost provide more useful tests than technology labels.
Retail Insider Coverage
Canadian Tire’s MOSaiC platform combines sales and Triangle Rewards data with weather, seasonality and local events to identify customer needs. Back-to-school became a test of coordinated assortment and marketing across Canadian Tire, SportChek and Mark’s, while practical product information was being improved for external AI discovery. The company did not disclose a separate MOSaiC sales contribution. Cross-banner search, cart and payment integration remained under development.
Instacart launched Clementine for most Canadian and U.S. customers, connecting conversations, recipes and lists with personalized grocery carts. Its catalogue and inventory infrastructure can turn a recommendation into products available from a selected store. Early observations of larger baskets were not Canada-specific and do not establish that the assistant caused customers to purchase more.
Calgary Co-op introduced Instacart Storefront Pro and marketplace purchases without item-price markups. Participating retailers bear the cost of removing those markups, according to Instacart. The arrangement addresses price sensitivity alongside convenience, but broader platform claims about retention or basket size do not establish Calgary-specific results.
Montreal-based Helios AI was pursuing a smaller-retailer market with thingsIQ, which uses existing system data to inform inventory, pricing and assortment. It had three active clients when interviewed in July. Its goal of 50 clients by year-end was an ambition, not an achieved customer base, and illustrates the early stage of the business.
Salesforce research found that 39 per cent of Canadian shoppers surveyed had used AI to help shop in the previous 12 months, but only approximately 11 to 12 per cent began their journey with it. Shopify reported that global AI-driven traffic and orders tripled year over year in Q2 from a small base. Neither finding establishes an equivalent Canadian share of transactions or the displacement of conventional search.
AI conversations also complicate attribution because product research can occur before a retailer sees a website visit. Salesforce’s forecast that AI agents could generate 20 per cent of holiday e-commerce traffic referred substantially to bots and crawlers, not one in five purchases being completed autonomously. Assisted research, generated carts and delegated payment require separate measures.
Only 30 per cent of Canadian retailers surveyed by Salesforce reported fully unified customer data across sales, marketing, commerce and service. That limitation affects personalization and the assessment of customer outcomes. A separate DOSS survey of 230 U.S. consumer packaged goods operations leaders found a gap between AI use and reported efficiency gains. It provides operational context, not Canadian adoption evidence.
Loblaw expanded EAIGLE computer-vision gate automation across multiple distribution-centre yards after reported improvements in processing time, driver experience and data accuracy. The technology identifies vehicles and captures freight information while connecting with existing systems. Financial savings were not quantified, but the operating task is clear and can be assessed through throughput, errors and processing cost.
Walmart+ launched in Canada in June, ahead of Q3, while Amazon added Amazon Family and Add to Delivery during the quarter. The services address recurring friction around household accounts, shipping and repeat purchases. Walmart’s 19 per cent international e-commerce growth was not a separate Canadian rate, and Amazon did not disclose Canadian retention or spending gains attributable to its features.
Shopify expanded Managed Markets to eligible Canadian merchants using Global-e’s merchant-of-record infrastructure. The service handles functions including duties, taxes, local payments and aspects of international shipping, but eligibility requirements and transaction, payment and currency-conversion costs remain relevant. Simplifying administration does not eliminate the need for suitable products, acquisition and reliable fulfilment.
Broader Industry Coverage
Descartes described AI agents initiating shipment tracking and obtaining delivery information to reduce manual activity. A 26 per cent sequential increase applied specifically to agent-assisted tracking, still a small share of MacroPoint’s volume. The company also identified demand for trade information and compliance records, showing the value of operational information beyond the headline growth rate.
Interac announced that Global Payments would enable Konek across its Canadian merchant network, beginning through its API before broader checkout integration. This expands access to account-based options rather than establishing completed adoption by every merchant. Global Payments’ 2025 baseline put digital wallets at 32 per cent of Canadian online transaction value and credit cards at 46 per cent. These are value shares, not purchase counts or Q3 results.
Modern checkout must connect payments with accounts, inventory, orders, fulfilment and returns. A Coresight study sponsored by Aptos surveyed 150 retail decision-makers globally and found that 85 per cent of recent POS modernizers said returns met or exceeded expectations. The vendor-sponsored, self-reported international findings are not a Canadian performance measure. Integration was the leading implementation obstacle.
Greater purchasing authority brings greater requirements for identity, authentication, spending limits and dispute handling. Payment providers are considering how to distinguish properly delegated AI purchases from fraud while preserving customer control. The Canadian evidence supports growing AI-assisted research, not mainstream autonomous purchasing. Recommendations, carts and completed payments should therefore remain distinct in adoption claims.
Statistics Canada reported approximately $5.5 billion in July retail e-commerce sales, down 3.5 per cent from June but up 6 per cent year over year. The figures provide context for an established channel with uneven monthly performance. They do not demonstrate the return on any particular technology investment or establish a reversal in digital adoption.
Editor’s Take
The next test is whether these tools produce better operating results. MOSaiC needs evidence of stronger merchandising decisions, Clementine needs clearer purchasing outcomes, and Konek’s expanded availability needs customer adoption. Loblaw’s rollout can be evaluated through time, accuracy and throughput, while attribution and fragmented data remain constraints across customer-facing applications.
The strongest examples address identifiable retail problems rather than relying on the presence of AI as the argument for investment. Accurate inventory, connected freight records and useful customer information make the tools effective. Better availability, fewer errors, easier transactions and lower operating costs will provide a more durable assessment than adoption headlines alone.
Conclusion
Read the full Q3 2026 Retail Technology report for the analysis of AI, connected retail systems, payments and digital commerce. It distinguishes operational deployments from early indicators and identifies the evidence still needed to judge results.
The report and the wider quarterly collection are available through the Retail Insider Report Hub. The collection connects Canadian retail developments with company disclosures, industry research and the operating decisions facing retailers.
Kastners store in Cornwall, Ontario. Image: Loopnet
Kastners Men’s and Ladies Wear, a longstanding clothing retailer in downtown Cornwall, Ontario, is preparing to close after more than a century in business, ending an operation that has served generations of customers in the Eastern Ontario city.
The store, located at 27 First Street East, is targeting the end of January 2027 for its closure, although the timing could change depending on the sale of the building. Owner Ahron Langburt, 64, is preparing to retire after spending much of his life involved in the family business, according to Cornwall Seaway News.
The closure adds to a series of departures involving traditional clothing retailers in smaller Canadian markets, where locally operated merchants have historically provided specialized merchandise, knowledgeable staff and personal service. Changing consumer habits, growing competition and the challenges of transferring longstanding businesses to new owners have complicated the future of this segment of the apparel industry.
More Than a Century of Clothing Retail in Cornwall
Kastners traces its origins to approximately 1920, when Tilla Brucer Kastner established a clothing business on Pitt Street in Cornwall. The retailer was among a number of Jewish-owned businesses that contributed to the city’s commercial development during the 20th century, a history documented by the Ontario Jewish Archives.
The Langburt family acquired Kastners in 1968, beginning nearly six decades of family ownership. Ahron Langburt became involved as a child, spending school holidays learning the business alongside relatives.
Over the years, Kastners developed a reputation for quality men’s and women’s apparel, serving customers shopping for everyday clothing, weddings, proms and other special occasions. Its business was built around merchandise selection and personal service, with experienced employees helping customers find clothing suited to their needs.
That continuity extended to its staff. Manager Burton Girling has worked at Kastners for approximately 46 years, while other employees have remained with the business for more than three decades, according to local reporting.
The store operated through substantial changes in Canadian apparel retail, including the growth of shopping centres, national fashion chains, discount retailers and online shopping. More recently, increasingly casual clothing preferences have affected demand for some of the categories traditionally associated with full-service fashion stores.
Image: Kastners
Longstanding Clothing Retailers Disappear from Regional Markets
Kastners’ planned closure follows the departure of several established clothing retailers from smaller Ontario markets, particularly businesses specializing in menswear, occasion dressing and personalized service.
In Hawkesbury, Ontario, Maitre Charle closed in February 2023 after operating since 1977. The retailer served generations of customers shopping for suits, business clothing and special occasions in a community that once supported several independent menswear businesses, including a Kastners location.
The Hawkesbury closure also illustrates the importance of retirement and succession. According to The Review, Maitre Charle experienced one of its strongest sales years in 2022, but its longtime operators were ready to retire. The business had been offered for sale, although the demanding hours associated with running the store discouraged potential buyers.
In Barrie, Ontario, John McNabb Clothier closed in 2022 after nearly 30 years downtown. Located at 15 Dunlop Street West, the menswear retailer was among the independent clothing businesses serving the city’s downtown shopping district, according to BarrieToday.
Northern Ontario has experienced similar departures. In Timmins, the former Bucovetsky’s department store, later operating as Tweed & Hickory, closed in January 2015 after 107 years. The business operated at 227 Third Avenue and had occupied that building since 1934, according to Northern Ontario Business.
These closures occurred under different circumstances and over an extended period. They nevertheless document the disappearance of established clothing merchants from communities where traditional specialty apparel businesses once occupied a prominent place in local shopping districts.
Cornwall Seaway News article, October 2026
Changing Economics of Traditional Apparel Retail
Independent clothing retailers have traditionally competed through merchandise selection, knowledgeable employees and established customer relationships. Their operating model can be demanding, particularly in smaller markets where a specialized assortment must be supported by a relatively limited customer base.
National chains can spread purchasing, technology, marketing and administrative expenses across large store networks. Smaller retailers have fewer opportunities to distribute those costs, while carrying a broad range of clothing sizes, styles and seasonal merchandise requires significant inventory investment.
Changing workplace dress codes and shopping habits have added pressure to some traditional apparel categories. More casual clothing preferences have affected demand for conventional business attire, while online retailers provide access to merchandise that once required a visit to a local specialty store.
Kastners experienced some of those changes directly. According to Cornwall Seaway News, weddings, proms and other special occasions became increasingly important to the business as everyday clothing purchases changed. Langburt also identified online competition, fast fashion and an aging customer base among the challenges facing traditional clothing retailers.
Retirement and the Challenge of Succession
For Kastners, the planned closure also reflects the personal decision of an owner who has spent decades in the business. Langburt had been considering retirement before the pandemic, and the available reporting does not establish that the store is closing because of financial losses.
Transferring a longstanding clothing business can involve more than selling inventory and assigning a lease. A new operator may need to maintain supplier relationships, retain experienced employees and understand a customer base developed over decades, while assuming the responsibilities of running a specialized retail operation.
The experience of Maitre Charle in Hawkesbury demonstrates how those considerations can influence a closure even when sales remain healthy. In smaller communities, the retirement of an established merchant can mean the loss of a longstanding business without necessarily indicating that demand for its merchandise has disappeared.
Clearance now on at Kastners in Cornwall, Ontario. Image via Facebook
What Smaller Communities Lose
Cornwall continues to have independent clothing retailers, including The Squire Shop at 113 Pitt Street, which offers men’s and women’s apparel, including casual clothing and formalwear. Specialty fashion retail remains part of the local market, although Kastners’ departure will reduce the number of longstanding merchants serving the community.
For customers, the loss can mean fewer local options for specialized merchandise and personalized assistance. For downtown shopping districts, it removes a business with an established customer base and decades of relationships within the community.
Replacing a longstanding retailer with another tenant may fill a vacant storefront, but the new business will not necessarily serve the same customers or merchandise categories. In smaller markets, that can affect the variety of shopping options available locally.
Kastners is conducting a liquidation sale as it prepares for its anticipated January closure. Its departure will end more than a century of clothing retail history in Cornwall, leaving the city without one of its longstanding fashion merchants.
Distillery Winter Village in Toronto. Image supplied
Toronto’s Distillery District is expanding its seasonal retail offerings for 2026, with two new marketplaces for Canadian independent businesses, additional food operators and San Francisco-based retailer Quince joining as title sponsor of the annual Distillery Winter Village.
The Distillery Winter Village runs from November 12, 2026, through January 3, 2027, excluding Christmas Day. Now in its 17th year, the event transforms the historic pedestrian-only district into a holiday shopping and entertainment destination that attracts more than one million visitors annually, according to organizers.
The new additions will bring seasonal businesses into a district already home to more than 90 permanent shops, restaurants and other businesses. For Quince, the sponsorship provides an opportunity to introduce its products to Canadian shoppers in person, less than a year after its official Canadian launch.
Distillery Winter Village in Toronto. Image supplied
Quince Builds Canadian Presence Following January Launch
Quince officially entered the Canadian market on January 20, 2026, following an earlier soft introduction. Canada became the company’s first international market, with a localized e-commerce operation offering apparel, accessories and home essentials.
The company established a Toronto-based team to oversee its Canadian operations. Its Canadian website offers prices that include applicable duties and taxes, along with free shipping and a 365-day return policy.
Founded in 2019, Quince operates what it calls a manufacturer-to-consumer business model, working directly with manufacturing partners rather than relying on traditional wholesale distribution. Its assortment spans cashmere apparel, bedding, jewellery, luggage, furniture and other lifestyle categories.
The privately held retailer has attracted substantial investment. In March 2026, Quince announced a US$500-million Series E financing round at a valuation of US$10.1 billion, with the company identifying continued growth and international expansion among its priorities.
At the Winter Village, Quince will operate a gingerbread-inspired Cashmere Cabin selling selected Mongolian cashmere products, accessories and holiday gifts. The temporary installation will give the predominantly online retailer a physical shopping presence in Toronto during the holiday season.
“I’ve visited The Distillery Winter Village for years, so I know how special this tradition is to Toronto,” said Kelly Olsen, Head of Canada at Quince. “That makes it especially meaningful for Quince to become part of it. We’re excited to add to the magic people already love here and bring our brand to life for Canadians in a way that feels distinctly Toronto.”
New Marketplaces Bring Canadian Independent Businesses Together
The Cooperage Marketplace, which opened in April 2026, is part of the District’s retail offering during this year’s Winter Village. The marketplace brings together seven independent, founder-operated Canadian businesses under one roof.
Located in a historic building dating to the 1860s, the Cooperage takes its name from the building’s original use for making, storing and repairing whisky barrels. The concept provides a shared shopping setting for the participating businesses within the Distillery District.
Another addition, Maplee Market, will feature local brands and independent makers. Both marketplaces join the Winter Village’s established outdoor vendor cabins, which sell products including handmade jewellery, Christmas ornaments, home décor, artisan gifts and specialty food products.
The seasonal retail program operates alongside the District’s year-round commercial tenants, rather than replacing them. Visitors can browse temporary holiday vendors while also accessing the area’s permanent shops, galleries, restaurants and cafés.
According to the Winter Village’s published business and retail figures, nearly 93% of the District’s permanent shops and businesses are Canadian-owned. Organizers also report that approximately 30% of products are made on-site.
Those figures help illustrate the existing local-business component of the District, with the new seasonal marketplaces adding further opportunities for independent Canadian operators.
Distillery Winter Village in Toronto. Image supplied
Food Operators Add to the Holiday Retail Mix
Food and beverage remains a substantial part of the Winter Village, with more than 50 food vendors and outdoor bars participating in the 2026 event.
New additions include New York-founded Prince St. Pizza and Carousel Bakery, the longstanding St. Lawrence Market business known for its peameal bacon sandwiches and apple fritters. Other participating food operators include Sweet Crumble, Potato Bar and Peacock Bakehouse.
Chef’s Lane, introduced in 2025, returns with four chefs preparing holiday-inspired dishes for the event.
Michael Angeloni is executive chef and co-owner of several Toronto restaurants, including Notte Ristorante, Pasta Privato, The Berczy Tavern and Restaurant Lucie. Afrim Pristine is co-owner of Cheese Boutique, the family-operated Toronto specialty food business.
The lineup also includes Taylor Wells, who leads the kitchen at The Carbon Bar, and Arush Vardhan Singh, co-founder of Shipra, a South Asian pop-up featuring Indian and Pakistani cuisine.
The food program complements the District’s permanent restaurant operators, adding temporary concepts and seasonal offerings throughout the event.
Distillery Winter Village in Toronto. Image supplied
Winter Village Supports Year-Round Commercial Activity
The event traces its origins to the Toronto Christmas Market, which began in 2010. It has since developed into an annual attraction drawing visitors from Toronto, elsewhere in Canada and international markets.
Organizers report that the Winter Village employs more than 700 seasonal workers. They also say revenue from the event helps fund cultural programming and support local artists in the District throughout the year.
The 2026 program includes an Immersive Nutcracker experience, which requires separate admission, and a Santa’s Village at Soulpepper Theatre inspired by a vintage European department store. Performances will feature organizations including Opera Atelier, the Canadian Opera Company and Mirvish Productions.
“The Distillery Winter Village continues to evolve each year, and we’re especially proud of the calibre of performers, new attractions and creative partnerships coming together for 2026,” said Rik Ocvirk, Vice President of The Distillery Restaurants Corp. and Director, Experiences and Events at The Distillery Historic District.
Opening night on November 12 includes the annual Christmas tree lighting ceremony. Admission tickets start at $16 plus HST and service charges, with paid entry required during designated peak periods.
Admission is free at specified off-peak times, including all day Monday through Wednesday until December 13. Children nine and under enter free, and visitors can consult the official ticket calendar for admission requirements.
Lululemon at 1035 Ste-Catherine O in Montreal. Photo: Maxime Frechette
Vancouver-based lululemon has introduced Shopify’s Shop Pay across its Canadian and U.S. e-commerce websites, giving customers another way to complete online purchases ahead of the holiday shopping season.
The partnership, announced by lululemon, brings together two prominent Canadian companies with international operations. For lululemon, the integration is intended to make checkout more convenient, while Ottawa-based Shopify adds another major retailer to the businesses using its payment technology.
Shop Pay enables customers to complete purchases using saved payment and shipping information, including one-tap checkout. Shoppers can also track orders through Shopify’s Shop app, which offers product discovery features alongside order management.
Checkout Technology Without a Platform Overhaul
The arrangement allows lululemon to introduce Shop Pay without replacing its existing e-commerce infrastructure, an important distinction for established retailers with substantial investments in their digital operations.
Rather than migrating to a new platform, lululemon is adding a specific checkout service to its current systems. The approach allows the retailer to introduce new functionality while retaining its broader online shopping infrastructure.
“We strive to meet our guests where they are, with an online experience that is thoughtful, secure, and easy to use,” said Nick Engel, Senior Vice President of Global Digital Experience at lululemon.
Engel said the integration gives customers a familiar payment option on lululemon’s Canadian and American websites. The company describes the addition as part of its ongoing investment in the digital shopping experience.
For Shopify, the agreement demonstrates how Shop Pay can be adopted by large retailers without requiring them to migrate their entire e-commerce operations to Shopify.
“Shop Pay is already trusted by hundreds of millions of shoppers – now lululemon can offer it on top of their existing infrastructure,” said Lauren Nemeth, Vice President of Global Enterprise at Shopify.
Extending Product Discovery Through the Shop App
The partnership also makes lululemon products discoverable through Shopify’s Shop app, potentially introducing the retailer to customers browsing the application.
That provides another point of contact with shoppers beyond lululemon’s own website. However, neither company has disclosed how much additional traffic or revenue the feature is expected to generate.
The rollout comes as retailers prepare for the holiday shopping period, when simplifying online purchases becomes particularly relevant. The companies have not disclosed financial terms or provided projections for changes in checkout conversion rates.
For lululemon, the immediate change is an additional payment option for online customers. For Shopify, the integration extends Shop Pay’s presence among established international retailers, without requiring those businesses to adopt Shopify’s full e-commerce platform.
Holiday decorating can transform a home, but the objects guests remember often have little to do with the season itself. It might be an unusual lamp in the living room, an illustrated plate displayed on a wall or a sculptural object on a console that prompts someone to stop and ask about it.
At Maison Territo in Montréal’s Royalmount, collections from Seletti, Fornasetti and Tom Dixon, among other renowned brands within their portfolio, offer homeowners a way to introduce those memorable details. The internationally recognized design houses are known for lighting and decorative objects that combine strong visual identities with craftsmanship, artistic influences and unexpected forms.
As the holiday entertaining season approaches, Maison Territo is encouraging homeowners to consider how a single distinctive piece can add character to a room, with the added benefit of remaining part of the home throughout the year.
Seletti Wonder lamp
Seletti: A Playful Approach to Lighting
Italian design house Seletti has developed a reputation for transforming familiar subjects into unconventional lighting and decorative objects. Its collections often incorporate humour, popular culture and unexpected combinations of materials.
The Wonder lamp, for example, reimagines a classical sculptural figure blowing a bubble-gum bubble. The contrast between the traditional bust and the contemporary detail gives the piece an immediately recognizable personality.
Another example is Seletti’s Love in Bloom Kintsugi vase, which takes the form of an anatomical human heart. Inspired by the Japanese art of kintsugi, traditionally associated with repairing broken ceramics using lacquer and precious metal powders, the vase features golden seams that emphasize its sculptural form. Flowers can be arranged through openings resembling the heart’s blood vessels, adding another dimension to the design.
Displayed on a console, shelf or occasional table, the vase combines anatomical detail with decorative craftsmanship. Its unusual form makes it a natural conversation piece, particularly when guests encounter it for the first time.
Fornasetti objects at Maison Territo
Fornasetti: Art Beyond the Gallery
Fornasetti has built its identity around a distinctive world of illustration, surrealism and decorative craftsmanship. Founded by Italian artist Piero Fornasetti, the Milanese atelier is known for applying imaginative imagery to objects used throughout the home.
Its Tema e Variazioni series is among the brand’s most recognizable creations. The collection features the face of opera singer Lina Cavalieri, interpreted through numerous variations that appear on decorative plates and other objects.
Displayed individually or arranged as part of a small collection, Fornasetti plates can become a striking feature on a wall. The brand’s trays and decorative accessories offer other ways to introduce artwork into a living room, dining area or entrance hall.
For homeowners who enjoy collecting design objects, Fornasetti offers pieces with recognizable artistic identities that can be appreciated independently of seasonal decorating.
Tom Dixon lighting collection
Tom Dixon: Sculptural Forms and Distinctive Materials
British designer Tom Dixon is known for exploring the expressive possibilities of materials, particularly metal and glass. His lighting collections frequently incorporate reflective surfaces, unusual silhouettes and sculptural forms that give the pieces a strong presence within an interior.
The brand’s table lamps and portable lighting can serve as focal points in living and dining spaces. Metallic finishes and carefully considered proportions allow the designs to work within contemporary interiors while adding visual interest.
Tom Dixon also offers decorative accessories that carry the same attention to form and material. These can provide smaller accents for consoles, shelving and dining tables without requiring changes to larger furniture.
The brand’s approach is particularly relevant for homeowners who want a distinctive piece that complements a clean, contemporary interior.
Choosing One Piece That Makes an Impression
Holiday entertaining often brings renewed attention to the rooms where family and friends gather. Homeowners may rearrange furniture, prepare dining areas and introduce seasonal decorations, but a memorable interior can begin with one carefully chosen object.
A Seletti lamp can add humour to a living room, while a Fornasetti plate introduces an artistic reference. Tom Dixon lighting can create a more architectural focal point, particularly in spaces where materials and proportions are central to the design.
Placement is important. An unusual lamp or decorative object often has greater impact when given enough space to be appreciated, allowing its form, colour or detailing to stand out.
Choosing pieces that suit the home’s existing character also helps ensure they remain relevant after the holidays. A distinctive object can become a familiar part of everyday living while continuing to attract attention when guests return.
Discover Statement Design at Maison Territo
Maison Territo’s 11,000-square-foot showroom at Royalmount brings together furniture, lighting and decorative objects from internationally recognized design houses.
Its curated catalogue includes Seletti, Fornasetti and Tom Dixon alongside other brands offering distinctive approaches to contemporary interiors. Customers can explore different styles and receive guidance on selecting pieces that complement their homes.
For homeowners preparing to entertain during the coming months, Maison Territo offers an opportunity to discover lighting and decorative objects that can become memorable features of a room, well beyond the holiday season.
The holiday decorations may still be packed away, but October is when many homeowners begin thinking about how their spaces will accommodate family and friends in the months ahead. A dining table that seats six may need to accommodate twelve, the living room may require additional seating, and a guest bedroom might need attention before visitors arrive.
Montréal furniture retailer Casavogue is encouraging customers to consider these practical needs early. Planning in October gives homeowners time to evaluate their spaces, explore furniture options and address potential challenges before the holiday entertaining season begins.
With a 38,000-square-foot showroom featuring Canadian, Italian and international furniture, Casavogue offers an extensive selection for customers preparing their homes for larger gatherings and overnight guests.
Will Everyone Fit Around the Dining Table?
For many households, the dining room becomes the centre of holiday entertaining. The challenge is finding a table that works comfortably throughout the year while accommodating additional guests for special occasions.
Extendable dining tables can help solve that problem, providing extra seating when needed without occupying unnecessary space every day. Casavogue carries a selection of dining tables in different sizes, materials and finishes, along with chairs that can be coordinated to suit the room.
Seating capacity is only part of the consideration. Homeowners also need enough clearance for guests to move around the table, pull out chairs and circulate comfortably. A table that technically seats twelve may not be practical if the surrounding room is too small.
Casavogue’s design consultants can help customers evaluate dimensions, configurations and seating options, particularly when balancing everyday use with occasional larger gatherings.
Palm Gate Dining Set
Create a Living Room Where Guests Can Gather
The living room often becomes the next gathering place after a holiday meal. A layout designed around a family’s daily routine may need adjustments when a larger group arrives.
Adding an armchair, selecting a larger sectional or reconsidering how existing furniture is arranged can make the space more comfortable. The placement of seating also matters, especially when guests need to move between the living room, dining area and kitchen.
Casavogue offers sofas, sectionals, accent chairs and occasional furniture in a range of styles, fabrics, leathers and configurations. Modular designs can provide additional flexibility, while complementary seating can help accommodate visitors without overwhelming the room.
Coffee tables and side tables also serve a practical purpose during entertaining, providing convenient surfaces for drinks and refreshments. Choosing pieces with appropriate dimensions helps maintain comfortable circulation while keeping everything within reach.
Lingora Sofa
Start with the Furniture, Then Add the Decorations
Seasonal decorations can change the atmosphere of a home, but the furniture determines how comfortably people can use the space.
The dining table establishes how many guests can gather for a meal. Sofas and chairs influence where conversations take place, while bedroom furniture helps make overnight visitors feel welcome.
Addressing those needs before decorating also makes it easier to decide where seasonal accents, lighting and other decorative elements will work best.
Casavogue’s showroom allows customers to compare furniture, materials and finishes in person, with design consultants available to help coordinate selections across different rooms.
The objective is to create a home that accommodates holiday gatherings comfortably while remaining practical and inviting throughout the rest of the year.
Looking Ahead to the Holiday Season
Family-owned since 1972, Casavogue has served Montréal homeowners for more than five decades, offering high-end furniture and personalized assistance with furnishing projects of different sizes.
October is an opportunity to review what may be needed before the holiday season, whether that involves a new dining table, additional living room seating or improvements to a guest bedroom. Customers are encouraged to visit the showroom early and discuss product availability and delivery considerations with Casavogue’s team.
Casavogue is also preparing seasonal promotions for November and December, with further details to be announced as the holiday shopping period approaches.
The showroom is open Monday through Friday from 9:30 a.m. to 6:00 p.m., and Saturday and Sunday from 9:30 a.m. to 5:00 p.m.
Casavogue is located at 8260 boulevard Saint-Michel, Montréal, QC H1Z 3E2. For more information, call +1 514-360-3565 or book an appointment to receive personalized advice.
A conversation with a retail construction manager several years ago helped Patrick Rodmell identify a problem that’s common in retail store rollout. The manager was responsible for making daily decisions to control construction costs but had little certainty about how those decisions would affect customer perceptions of the finished stores.
“You know, I make decisions every day to manage costs at the stores we’re building. I just hope our CEO is ok with my changes and likes the end product,” the manager told Rodmell.
For Rodmell, Partner and President of Toronto-based retail design and customer experience consultancy Rodmell & Company, the comment exposed a disconnect between the people designing retail environments and those responsible for delivering them as cost effectively as possible. For example, construction teams regularly make decisions about materials, fixtures and finishes under financial pressure, without necessarily having a clear framework for determining which elements are most important to the customer experience.
Rodmell & Company is addressing that challenge through Customer Experience Value Engineering (CX-VE), a methodology designed to help retailers identify opportunities to reduce store development costs while preserving the design and operational features that support their brands.
The approach is particularly relevant for retailers undertaking multi-store expansion programs, renovations or network-wide modernization projects. Decisions about individual components can have substantial financial implications when the same specifications are repeated across dozens or hundreds of locations.
Patrick Rodmell, founder of Rodmell & Company
The Challenge of Controlling Retail Construction Costs
Developing a retail store involves hundreds of decisions about construction methods, materials, furnishings, lighting, millwork, fixtures and finishes. Each affects the project’s capital requirements, while some also influence maintenance costs, operational efficiency and how customers experience the finished space.
Those decisions are frequently made by departments with different responsibilities. Design teams focus on appearance and functionality, construction managers work to meet budgets and schedules, and procurement teams evaluate suppliers and purchasing costs. The resulting specifications may reflect a series of individual decisions without a consistent assessment of their combined financial and customer experience implications.
For a retailer opening one location, the difference between two suitable fixtures or furniture specifications may appear relatively modest. Across a national store network, those differences can become material, particularly when the same components are used repeatedly in new stores and renovations.
Canadian retailers also face varying development conditions across markets, including differences in labour availability, construction costs and material sourcing. These considerations can complicate efforts to maintain consistent store standards while controlling capital expenditures.
Evaluating Costs Through the Customer Experience Lens
Conventional value engineering often focuses on finding less expensive ways to complete a construction project. Rodmell’s methodology adds an explicit customer experience assessment, recognizing that a cheaper alternative can sometimes create additional costs or operational problems.
A lower-cost flooring material, for example, might reduce initial construction spending but require more frequent replacement in a high-traffic environment. An expensive decorative feature may contribute relatively little to how customers perceive or use a store, making it a potential candidate for reconsideration.
The objective is to understand which design investments contribute to the shopping experience and which specifications can be modified without undermining the retailer’s brand or operational requirements.
Rodmell & Company has 15 years of experience in retail store design, while Rodmell himself has worked in the field for roughly three decades. The CX-VE methodology draws on that background to examine the relationship between construction spending, store design decisions and customer experience.
The process is organized into four stages: Assessment, Investigation, Prioritization and Standardization.
During Assessment, existing store specifications, costs and customer experience objectives are reviewed to identify potential savings opportunities. Investigation examines alternative materials, fixtures, construction approaches and processes, including their financial and operational implications.
Prioritization evaluates opportunities according to factors such as potential savings, customer experience impact, implementation complexity and risk. Standardization focuses on incorporating approved changes into store prototypes, procurement requirements and future rollout specifications.
The outcome is a document Rodmell & Company calls its Retail Savings Blueprint™, which organizes potential savings opportunities into an implementation roadmap. It identifies estimated cost differences, customer experience considerations, implementation requirements and responsibilities, helping retailers determine which recommendations warrant further action.
The blueprint can include relatively straightforward opportunities described as Quick Wins, along with Fast-track Pilots that require testing or additional evaluation before broader adoption.
The Financial Impact of Repeatable Savings
When it comes to identifying a savings target, Rodmell’s experience is that two approaches emerge; either the retailer’s CFO states a per store rollout cost target, or the business goes through the CX-VE process first, then determines savings based on approved savings initiatives. That said, most savings opportunities fall within 5% to 15% in targeted, tangible line-item costs.
The potential financial benefit becomes more substantial when approved savings can be applied consistently across multiple locations.
Rodmell offers the example of a custom bench specified at approximately $1,400, compared with an alternative costing $700. The lower-cost option met the retailer’s requirements for appearance, durability and functionality, representing a saving of $700 per unit.
For retailers purchasing the same furnishings or fixtures across an extensive store network, per-unit savings can accumulate. The same principle applies to repeatable construction details, materials and other components included in a company’s store development program.
However, a lower purchase price does not necessarily produce a better long-term financial outcome. Installation requirements, maintenance costs, product lifespan and the effect on customer experience must also be considered before an alternative is approved.
The methodology therefore focuses on identifying savings that can withstand a broader evaluation of cost and performance. The goal is to establish specifications that offer appropriate value over time, rather than selecting products solely on their initial purchase price.
Building Savings Into Future Store Rollouts
For retailers operating multiple locations, standardizing approved changes is as important as identifying the initial savings opportunity. A cost reduction implemented in one store may deliver limited network-wide benefits unless it becomes part of the specifications used for subsequent projects. Rodmell & Company’s approach connects the identification of potential savings with the decisions required to implement them. That can involve collaboration among design, construction, procurement and operations teams, particularly when a proposed alternative affects several areas of the business.
Some changes may be relatively straightforward to approve, while others require pilot installations, additional testing or modifications to existing store prototypes. The Retail Savings Blueprint helps retailers manage those decisions and determine which recommendations should be adopted.
Once approved, changes can be incorporated into procurement standards and construction documentation used for future projects. For retailers planning expansion or renovation programs, reviewing specifications before a new prototype is finalized or a major rollout begins creates an opportunity to apply improvements across multiple locations.
The approach also gives senior executives a more structured basis for evaluating proposed cost reductions. Decisions can account for financial, operational and customer experience implications together, with clearer documentation of the trade-offs involved.
As retailers assess capital requirements for upcoming store projects, the CX-VE process helps development teams direct spending toward features that contribute most to the customer experience. Establishing those priorities before construction commitments are repeated across a network may also help companies manage future development budgets with greater consistency.
