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Dollarama Reaches 96% of Canadian Households: Survey

Dollarama store at Station Mall in Sault St. Marie, ON. Photo: Dollarama

Nearly every Canadian household shops at Dollarama.

A new survey from Field Agent Canada found that 96 per cent of Canadian households visited a Dollarama store within the previous 60 days, placing the Montreal-based retailer alongside Walmart as one of the country’s most broadly used retail chains.

The findings suggest Dollarama has evolved well beyond its traditional image as a discount retailer. Instead, the chain has become a mainstream shopping destination that attracts Canadians across income levels, regions and demographics.

The research comes as Dollarama continues to post strong financial results. In its recently reported first quarter, the retailer recorded a 5.6 per cent increase in comparable store sales, driven by a 3.5 per cent increase in transactions and a 2.0 per cent increase in average transaction size.

Dollarama’s Appeal Extends Across Income Levels

One of the survey’s most surprising findings was the consistency of Dollarama’s household penetration across income groups.

Jeff Doucette
Jeff Doucette

According to Field Agent Canada, household penetration ranged from 95 to 96 per cent regardless of income level, challenging long-held assumptions that the retailer primarily serves lower-income consumers.

“I don’t know if Canadians are getting poorer, but I think they’re definitely getting smarter,” said Jeff Doucette, General Manager of Field Agent Canada.

“People are doing the math. They’re comparing prices, looking at value, and making informed decisions about where they shop.”

Doucette said the data shows that higher-income households are shopping at Dollarama nearly as often as lower-income households.

“There are lots of households making more than $100,000 a year that go to Dollarama just as frequently as lower-income households,” he said.

He compared the trend to the rise of value-oriented retailers in Europe and Canada, where chains once associated primarily with budget-conscious consumers gradually attracted shoppers from across the income spectrum.

The findings suggest Canadians increasingly view value retailing as a smart shopping strategy rather than a necessity.

Convenience Has Become a Competitive Advantage

While economic pressures continue to influence purchasing decisions, Doucette believes convenience plays a major role in Dollarama’s success.

With more than 1,700 locations across Canada, the retailer has built a dense store network that allows many consumers to shop close to home, work or other daily destinations.

“Part of it is definitely budget pressure, but a big chunk of it is convenience,” said Doucette. “It’s down the street. It’s quicker and easier to get in and out of than navigating a big box store.”

The survey found that while most customers drive to Dollarama locations, a significant number walk to stores, reinforcing the chain’s role as a neighbourhood shopping destination.

Doucette said the retailer’s proximity strategy creates a different type of convenience than e-commerce.

“It’s almost the flip side of e-commerce,” he said. “If there are multiple stores near your home, why order online when you can just go get it?”

That accessibility has helped Dollarama establish itself in urban neighbourhoods, suburban shopping centres and smaller communities across Canada.

Canadians Are Visiting More Frequently

The research also found that 37 per cent of shoppers visited Dollarama more frequently in 2025 than they did in 2024, while only 13 per cent reported shopping there less often.

Atlantic Canada recorded the highest shopping frequency at 3.6 visits per month, compared with a national average of 3.2 visits.

The average transaction reached $23.96 nationally, with shoppers in Quebec and Atlantic Canada posting the highest basket sizes.

Doucette said Dollarama’s expanding assortment has helped drive repeat visits and larger baskets.

Seasonal merchandise, party supplies, greeting cards, household essentials and consumables continue to draw customers into stores, while broader product selection has increased opportunities for impulse purchases.

“They own the category of party,” he said. “Gift wrap, cards, birthday parties, seasonal merchandise — Dollarama is on that shopping journey.”

The retailer has also expanded its assortment over time by introducing higher price points and adding new categories, allowing shoppers to purchase a wider range of products during a single trip.

A Mainstream Retail Destination

For years, Dollarama was often viewed primarily as a dollar store serving budget-conscious shoppers.

The latest research paints a different picture.

Canadians across virtually every income level are shopping at Dollarama. Many are visiting more frequently than they did a year ago, and convenience appears to be just as important as price in driving traffic.

For many consumers, Dollarama is no longer an occasional stop for seasonal merchandise or party supplies. The survey suggests it has become a routine part of everyday shopping habits and one of the most broadly used retail formats in the country.

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Shake Shack Canada to open first drive-thru location in Canada in Calgary

Following the opening of its first Calgary location at CF Chinook Centre, Shake Shack Canada is expanding its presence in Alberta with its first-ever drive-thru restaurant, expected to open in the Fall at 9253 Macleod Trail S.W. in Calgary.

Calgary was selected for Shake Shack’s inaugural drive-thru location in Canada, recognizing the demand for on-the-go dining in the city and the enthusiastic response the brand has received since opening at CF Chinook Centre, said the company, adding that expanding its footprint with a drive-thru was a natural next step.

After the opening of Macleod Trail, Shacks in Alberta are expected to generate approximately 200 jobs for the local community, it said.

 

Billy Richmond
Billy Richmond

“Calgary was the clear choice for our first drive-thru location in Canada,” said Billy Richmond, Business Director, Shake Shack Canada. “It’s a city where driving is a part of everyday life, and we wanted to create a Shack experience that offers guests greater convenience year-round. Hospitality is at the heart of everything we do, and the drive-thru gives us another way to deliver that experience beyond our restaurant walls.”

The new drive-thru location will deliver the same high-quality experience guests expect from Shake Shack by upholding the brand’s signature cooked-to-order standards. Guests can expect the same commitment to quality, craftsmanship and hospitality that defines the brand, including burgers made with 100% Alberta beef, said Richmond.

Formed in 2023, Shake Shack Canada is a partnership between Osmington Inc. and Harlo Entertainment Inc. — two Canadian-based private investment companies. Shake Shack Canada has seven locations across Ontario, one in Alberta, and plans to open at least 35 locations nationwide.


Since the original Shack opened in 2004 in NYC’s Madison Square Park, the company has expanded to over 695 locations system-wide, including over 450 in 35 U.S. States and the District of Columbia, and over 245 international locations across London, Hong Kong, Shanghai, Singapore, Mexico City, Istanbul, Dubai, Tokyo, Seoul and more.

“The announcement that Shake Shack Canada will open its first drive-thru location in Canada in Calgary is significant news in quick-service dining circles. The choice of location in the 9200-block of Macleod Trail South reinforces this prime ‘zone’ as the bullseye-sweet spot for quick-service restaurants with drive-thru capability in the city,” said Michael Kehoe, Broker, Fairfield Commercial Real Estate.

Michael Kehoe

“Shake Shack is a global brand with over 695 locations and joins other dominant restaurant brands who are in very close proximity on Macleod Trail South such as Chick-fil-A, Jollibee and Krispy Kreme Canada. These restaurants enjoy impressive sales levels and no doubt Shake Shack will lead the way.  

“The Macleod Trail drive thru location is a natural move for the brand following the successful opening of its first Calgary location at CF Chinook Centre.

“What makes this as the prime ‘zone’ on Macleod Trail South so attractive for quick-service restaurants? The restaurants enjoy the synergistic traffic benefits provided by the choice of dining options that is a major draw for consumers. The restaurants can achieve a strong streetside profile, high vehicle traffic counts, ease of roadway access and approval of drive-thru’s that are often difficult to secure. The fact that this location will be Shack’s its first-ever drive-thru restaurant in Canada, is a huge vote of confidence in the Calgary market recognizing the demand for on-the-go dining in the this ‘car-centric’ city.”

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Consumer prices continue to rise: Statistics Canada

Mikhail Nilov photo
Mikhail Nilov photo

The Consumer Price Index (CPI) increased 3.2% year over year in May, up from a 2.8% gain in April, reported Statistics Canada on Monday.

Higher prices for gasoline continued to drive the acceleration in the headline CPI in May. However, excluding gasoline, the CPI still rose at a faster pace year over year in May (+2.2%) compared with April (+2.0%), said the federal agency.

The CPI was up 1.0% month over month in May. On a seasonally adjusted monthly basis, the CPI increased 0.5%, largely due to a rise in the recreation, education and reading and transportation components, it added.

Overall food inflation climbed to 3.8%, outpacing overall inflation for the 15th consecutive month.

“On a year-over-year basis, gasoline prices rose at a faster pace in May (+33.2%) compared with April (+28.6%). Supply uncertainty stemming from the conflict in the Middle East, specifically the closure of the Strait of Hormuz, put upward pressure on gasoline prices for the third consecutive month. Consumers paid the highest prices for gasoline since June 2022, when Russia’s invasion of Ukraine created supply uncertainty,” said Statistics Canada.

Year over year, consumers paid more for travel tours in May (+0.7%) compared with April (-11.0%). On a year-over-year basis, prices for air transportation rose 7.4% in May, following a 1.7% decline in April. Airlines are experiencing higher operational costs, notably for jet fuel, it added.

Vitaly Gariev photo
Vitaly Gariev photo

“Prices for fresh fruit rose at a faster pace year over year in May (+5.3%) compared with April (-0.5%). The acceleration was mostly driven by berries and grapes. On a year-over-year basis, prices for fresh vegetables increased 9.0% in May, following a 4.1% rise in April. The upward movement was attributed to higher prices for broccoli, cauliflower, tomatoes and lettuce. Tomato prices rose 45.2% in May due to supply contractions in Mexico, stemming from poor weather and a reduction in planted acreage following the implementation of US tariffs,” said Statistics Canada.

“On a month-over-month basis, prices for fresh vegetables rose 5.5% in May following a decline of 3.9% in April. This is the largest monthly May increase since 2008 and is attributed to reduced supply and higher fuel costs. Collectively, higher prices for fresh fruit and fresh vegetables contributed to an acceleration in inflation for food purchased from stores, rising 4.3% year over year in May, the 16th consecutive month it has outpaced headline inflation on a year-over-year basis.

Leslie Preston
Leslie Preston

Leslie Preston, Managing Director & Senior Economist, TD, said: “Oil prices are down significantly since a tentative peace deal between Iran and the U.S. was reached, and gasoline prices have been following suit. We expect May to mark the peak for headline inflation this year. As expected, we are seeing somewhat higher core inflation in recent months, but we don’t expect it to rise to a level that raises alarm bellow for the Bank of Canada.

“Apart from energy costs and some emerging tech price pressures inflation remains very well behaved in Canada, as a relatively soft demand backdrop leans against sellers raising prices. We expect this to keep the Bank of Canada on the sidelines for quiet some time. Bond markets yields are so far little moved by today’s numbers.”

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Leyad acquires the Bay Centre in Victoria

The Bay Centre in Victoria, BC (CNW Group/Leyad)

Montreal-based Leyad has acquired The Bay Centre, what it describes as “one of Victoria’s most iconic and strategically located commercial properties.”

Located in the heart of downtown Victoria, The Bay Centre is a trophy retail and mixed-use asset spanning an entire city block and serving as a cornerstone of the city’s retail and pedestrian core, said Leyad.

Financial details were not disclosed. The 420,000-square-foot property was owned by Manulife which purchased the property in 2015 for about $100 million from LaSalle Investment Management which had purchased the property in 2010 from Cadillac Fairview for $90 million.

It opened in 1989 as the Victoria Eaton Centre.

In recent months, Leyad has been on a buying spree of retail properties in Canada.

“The Bay Centre is one of the most recognizable and important urban retail assets in British Columbia,” said Henry Zavriyev, Principal at Leyad. “This is a generational acquisition for our firm – a landmark property in the centre of one of Canada’s most vibrant and supply-constrained cities. We see enormous long-term potential in the asset and are excited to steward its next chapter.”

Henry Zavriyev
Henry Zavriyev

The property occupies a premier location in downtown Victoria with direct exposure to the city’s strongest pedestrian corridors, tourism activity, office concentration, and growing residential population. Leyad believes the property is exceptionally well-positioned to benefit from Victoria’s long-term economic and demographic growth trends, said Leyad.

The acquisition aligns with Leyad’s investment strategy focused on acquiring irreplaceable community-oriented retail properties with strong underlying real estate fundamentals, daily-needs tenancy, and opportunities for long-term value creation through active ownership and strategic reinvestment, it added.

“Our focus continues to be on owning high-quality retail properties that serve as essential parts of their communities,” said Zavriyev. “The Bay Centre combines irreplaceable location, institutional quality, and meaningful future potential in a way that is exceptionally rare in the Canadian market.”

Leyad said it intends to work collaboratively with tenants, local stakeholders, and the broader Victoria community to further enhance the property’s role as a premier downtown destination.

Recently Leyad has added the following properties to its growing portfolio: a 387,000-square-foot portfolio of seven single-tenant grocery stores leased to Loblaw Companies Ltd. in British Columbia, Manitoba, New Brunswick, Nova Scotia, Saskatchewan and the Yukon Territory; the 900,000-square-foot, 160-store St. Vital Centre in Winnipeg; the 200,000-square-foot, 37-store Lloyd Mall in Lloydminster, Alberta; and the 456,430-square-foot, 88-store Intercity Shopping Centre in Thunder Bay, Ontario.

The Bay Centre in Victoria, BC (CNW Group/Leyad)
The Bay Centre in Victoria, BC (CNW Group/Leyad)

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Specsavers joins PC Optimum program

Specsavers says it is marking five years of growth with a significant new milestone: a national partnership with PC Optimum, one of Canada’s largest and most widely used loyalty programs, with more than 18 million members nationwide.

PC Optimum members can now earn 10 points per $1 spent on eligible purchases at every Specsavers location nationwide. Whether shopping for prescription eyewear, contact lenses, sunglasses or accessories, members accumulate points simply by scanning their PC Optimum App or PC Optimum card at the time of purchase, said the company.

At a time when Canadians are feeling increased pressure on their wallets, the partnership makes it easier for Canadians to see value in routine eyecare spending. The collaboration with PC Optimum signals the brand’s commitment to Canadians, building on Specsavers relationship with Loblaw Companies Limited, which saw 111 Specsavers locations open within Loblaw stores across Canada in 2025, added the company.

Jane Hoban
Jane Hoban

“As one of Canada’s strongest loyalty reward programs, PC Optimum was a compelling strategic choice,” said Jane Hoban, Managing Director, Specsavers Canada. “Over the past five years we have built strong momentum and as we continue to grow, our focus remains on making quality eyewear and eyecare more accessible and more rewarding for every community we serve across this country.”

Lauren Steinberg
Lauren Steinberg

“People expect their loyalty programs to show up across more of the moments that matter to them,” said Lauren Steinberg, Chief Digital Officer, Loblaw Companies Limited. “With Specsavers joining PC Optimum, members can now earn points on eligible eyewear and accessories purchases, making it even easier to be rewarded for everyday spending.”

Members can earn points alongside existing Specsavers offers and promotions, with additional bonus opportunities available through the PC Optimum App. Eligible purchases include glasses, lenses, contact lenses and accessories at all Specsavers locations across the country, explained the company.

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Supply management costs $244 per person per year on average: MEI

Gustavo Fring photo
Gustavo Fring photo

Supply management is driving up the prices of milk, eggs, and poultry, and Canada’s least affluent families are being hit hardest. A new analysis released recently by the MEI quantifies the impact of this policy on household expenses.

“The main effect of supply management is to drive up the prices of a number of staple foods such as milk, poultry, and eggs,” said Gabriel Giguère, senior policy analyst at the MEI. “Unfortunately, those most affected by this policy are the least well-off: that is to say, our lowest-income families.”

By comparing the prices of dairy products, eggs, and poultry between Canada and comparable markets in the American Midwest, the authors were able to determine how much supply management adds to the cost of a typical Canadian grocery basket.

Gabriel Giguère
Gabriel Giguère

They noted that milk costs 171 per cent more in Canada. Canadian consumers pay 46 per cent more for eggs, and 29 per cent more for chicken.

Overall, supply management results in an additional cost to the average Canadian of $224 per year.

However, this cost is not evenly distributed. In absolute terms, households in the lowest income quintile pay $279 more per year as a result of supply management. The wealthiest households, on the other hand, are paying $1,141 more per year, explained MEI.

“However, when measured as a proportion of disposable income ,the disparity becomes striking: the impact on the least affluent households is nearly four times higher. The additional costs for the bottom quintile amount to 1.25 per cent of disposable income, compared with only 0.33 per cent for the top quintile,” it said.

“This is partly explained by the fact that the nature and quantity of the products consumed both vary depending on one’s means.”

“Supply management is a regressive policy that places a particularly heavy burden on the less fortunate while benefiting only a small number of farmers,” said Giguère. “For families struggling to make ends meet, it’s clear that having a few hundred more dollars in their pockets at the end of the year would make a big difference.”

The effect of the supply management system on poverty is equally clear. A family is considered low-income if in order to meet its basic needs it has to spend 20 per cent more of its budget than the average, noted MEI.

Supply management artificially raises the prices of many essential goods, and it is estimated that 41,279 Canadian households – representing 120,083 people – are now living below the low-income cut-off due to these higher costs, it said.

Jack Sparrow photo
Jack Sparrow photo

“By abolishing supply management, we could help 120,083 people – roughly the population of the city of Terrebonne – lift themselves out of poverty,” said Giguère. “It wouldn’t make them rich overnight, but it would give some breathing room to the people who need it most.”

The federal government should seriously consider abolishing the supply management system, added the MEI researcher. A program that deliberately drives up the price of staple foods and keeps tens of thousands of households in poverty is just not good policy.

“If the goal is to help people cope with the cost of living, abolishing supply management is one of the most direct measures the government can take,” he said. “Reducing the restrictions that jack up the prices of essential goods is a practical way to help the most vulnerable households.”

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Farm Boy continues to grow in Ottawa with new Findlay Creek location

Farm Boy photo
Farm Boy photo

Farm Boy, one of Ontario’s leading fresh-market retailers, has opened its 53rd store located at 4828 Bank Street in Ottawa’s Findlay Creek neighbourhood.

“Ottawa has always been an important community for Farm Boy, and expanding our presence here allows us to better serve our neighbours with more of what they’re looking for,” said Shawn Linton, President and General Manager of Farm Boy.

“From fresh, market‑style offerings to everyday pantry staples, and fan-favourite private label products, our goal is to offer our customers an easy, discovery-filled shop at excellent value.”

The new store is located on Bank Street as part of an expanding business district serving the growing community.

Farm Boy photo

This new store reflects its commitment to delivering a fresh-market experience for Ontarians, offering customers fresh food, everyday essentials and Farm Boy private label products at exceptional value, said the company.

Farm Boy was founded in Cornwall in 1981.

Highlights of what awaits Findlay Creek residents, according to the company:

  • Its unparalleled customer service model, with team members available to greet and assist customers.
  • An easy shopping experience with a wide selection of products at excellent value.
  • Abundant farm-fresh produce, including local and organic options.
  • Ontario-sourced fresh dairy, meat, and grocery products.
  • A wide selection of butcher-quality Canadian beef, pork, and chicken and select international offerings.
  • An extended selection of frozen and grocery items, including hand-picked international offerings.
  • A wide range of convenient foods and everyday non-food essentials, including pet food, baby and paper products.
  • Hot Bar, Chef’s Market Soup Bar, and Salad Bar selections, offering a wide variety of quality grab-and-go meal options to cater to diverse tastes and busy schedules.
  • A curated collection of exclusive Private Label products.
  • Diverse assortment of wine, beer, and ready-to-drink beverages.
  • Free, ample, and accessible parking.
Farm Boy photo
Farm Boy photo

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VistaPrint: 80% of small business owners are happier than being employees

Anna Tarazevich photo
Anna Tarazevich photo

A recent report by Robert Half found that one in three Canadian employers who cut jobs during early AI adoption have since reinstated those positions or very similar ones. 

The reason? AI needed more human oversight than expected. Corporate employment isn’t just under threat from AI — it’s unpredictable in both directions. 

This reinforces the core findings of VistaPrint’s recent report: when your professional stability is subject to that kind of volatility, pursuing entrepreneurship starts to look less like a risk and more like a safer bet. 

For Canadian workers, the message is becoming impossible to ignore: even the most “stable” corporate jobs are increasingly at the mercy of decisions made well above their pay grade.

But as more Canadians question whether the corporate path is worth it, the data points somewhere unexpected. VistaPrint’s latest report found that 80% of small business owners say they’re happier running their own business than when they were employees. Nearly half (46%) say they’re “much happier.” 

Dave DeSandre
Dave DeSandre

Dave DeSandre, SVP of North America, VistaPrint, discusses with Retail Insider the findings of the VistaPrint report.

Question: The data shows 80% of small business owners are happier running their own businesses than they were as employees. Is that really a mindset shift, or just a mood?

Answer: It tells us this is a mindset shift, not just a mood, and that distinction matters. A mood is reactive. What we’re seeing in the data is structural. 80 per cent of the small business owners we surveyed say they’re happier running their own business than when they were employees. Nearly half, 46 per cent, say they’re much happier. That’s a before-and-after comparison from people who have actually worked on both sides of the equation. They’re not just feeling good at the moment. They’re making a judgment call, and the verdict is clear.

What’s driving that? 54 per cent cite flexibility in their schedule as a key contributor to their happiness, and 41 per cent point to doing work they’re genuinely passionate about. The majority of Canadian entrepreneurs are telling us their satisfaction comes from how and why they work, not just what they earn. That’s a fundamental reframe of what success looks like, and it’s showing up in their confidence too. 77 per cent say they’re confident in their ability to grow over the next 12 months. These aren’t people in a defensive crouch. They’re planning for what’s next.

Q: There’s a lot of anxiety right now about AI displacing workers. Where does entrepreneurship fit into that story?

A: The AI narrative has been told almost entirely from the employee’s perspective: who’s at risk, what companies are restructuring. That’s a real story and it matters. But there’s a parallel story that isn’t getting nearly enough attention: the same technology is genuinely leveling the playing field for entrepreneurs.

Design, marketing, analytics, content creation. Capabilities that used to require entire teams or significant budgets are now accessible to a solo operator. The barrier between a one-person shop and a mid-size company has never been lower. Our data reflects this. 80 per cent of Canadian small business owners are already using AI at least monthly, and 72 per cent say it’s had a positive impact on their happiness.

That’s not a coincidence. It’s freeing up time and mental bandwidth that entrepreneurs are redirecting toward the work that actually matters to them. The AI economy has disrupted a lot, but for entrepreneurs who lean into these tools, it’s created an opening.

Amina Filkins photo
Amina Filkins photo

Q: The list of major Canadian employers making cuts keeps growing, with AI cited as a driving force.What does that wave of corporate disruption actually have to do with entrepreneurship?

A: For some it forces people to ask a question they’d been putting off. Who actually controls my future? For a long time, the implicit answer was stay at a big company and build seniority. That calculus is changing in the minds of some.

What our data captures is the other side of that reckoning. Canadians aren’t just leaving corporate environments out of frustration. They’re arriving at entrepreneurship with a clear-eyed view of what they’re getting in return: autonomy, flexibility, and the ability to make meaningful decisions about their own work.

This isn’t the honeymoon effect that fades once the reality of a business sets in. Two-thirds (67 per cent) of small business owners tell us they’re happier now than when they first opened their doors. The further people get from traditional employment, the more the decision validates itself.

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Retail theft in Canada is now a data integrity crisis—and retailers are missing the biggest risk

Vlad Deep photo
Vlad Deep photo

Retail theft has become a national issue in Canada, with provinces and major retailers pushing for tougher enforcement and new loss prevention measures this year.

But there is a blind spot in the response.

Most retailers are investing in guards, cameras and policy changes while ignoring the systems that actually track inventory and transactions in real time. The weakest point is often the mobile devices used on the floor.

What’s not being discussed:

  • Inventory data is only as reliable as the devices capturing it
  • Misconfigured or shared devices create gaps in audit trails
  • Loss prevention strategies fail when frontline tech is not controlled

Shash Anand, SVP of Product Strategy at SOTI, discusses the issue with Retail Insider.

Shash Anand
Shash Anand

Question: How is retail theft increasingly becoming a data integrity issue rather than just a security or crime problem?

Answer: Retail shrinkage isn’t just about products walking out the door; it’s about retailers losing visibility into their own operations. Historically, theft was viewed strictly through the lens of physical security. Today, it’s a data integrity crisis. Every stolen item creates a phantom inventory ripple effect. If your data says a product is on the shelf when it’s actually been stolen, your automated systems won’t reorder it. That leads to stockouts, broken supply chains, and frustrated customers.

This is a massive vulnerability when consumer expectations are at an all-time high. SOTI’s research shows that 85% of Canadian consumers want to track their orders end-to-end, and 39% shop online specifically for better product availability. If your frontline data is compromised by theft, you cannot meet those digital expectations.

The real damage of retail theft isn’t just the cost of the missing product; it’s the broken data that stops the next product from being ordered.

Q: Why are mobile devices on the sales floor emerging as a critical weak point in loss prevention strategies?

A: Mobile devices are the operational backbone of the modern storefront, used for everything from inventory checks to point-of-sale. But because they sit exactly where physical retail meets digital data, unmanaged devices become an immediate blind spot.

Retailers will spend millions on cameras, smart gates, and alarms, but entirely overlook the handheld devices their staff use every day. If a device is unmapped, running outdated software, or shared without proper login tracking, it invites human error, unauthorized access, and broken audit trails. SOTI’s research found that 53% of Canadian consumers want more technology-enhanced shopping. As retailers deploy more frontline tech to meet this demand, device security must be treated as a core loss prevention strategy, not just an IT troubleshooting ticket.

Retailers invest heavily in protecting their stores and inventory, but leave the digital back door wide open by neglecting the security of the mobile devices handling their inventory data.

Q: What risks do misconfigured or shared devices create when it comes to inventory tracking and audit trails?

A: An audit trail is only as good as its data sources. When multiple employees share a single device under a generic, unified login, operational accountability vanishes. If an item is marked as received, adjusted, or transferred between locations inaccurately, there is no way to trace the action back to a specific user. In a fast-paced retail environment, these micro-errors compound rapidly. Without strict device-level controls, you aren’t just dealing with physical shrink—you’re dealing with data decay that cripples your decision-making. 

When frontline devices use shared logins, operational accountability completely vanishes. You can’t fix inventory shrinkage if you can’t trust the audit trail of who moved the stock.

Vitaly Gariev photo
Vitaly Gariev photo

Q: Are retailers over-investing in physical security measures while under-investing in the technology that tracks inventory in real time?

A: It’s not necessarily an over-investment in physical security, but rather a failure to connect it to operational intelligence. Cameras and locked cases only treat the symptoms of theft. The most successful retailers realize that cameras and data visibility are two sides of the same coin, combining physical security measures with real-time operational intelligence. When you can identify inventory discrepancies the moment they happen, troubleshoot device issues remotely, and rely on real-time data, you don’t just mitigate loss—you actively improve the customer experience.

Q: What specific steps should retailers take to better secure frontline devices and improve the accuracy of their inventory data?

A: The roadmap to securing the modern storefront comes down to four key steps:

  1. Establish absolute visibility: You cannot secure what you cannot see. Retailers must know exactly where every device is, who is logged into it, and its current health status.
  2. Implement role-based access: Move away from generic shared logins and automate over-the-air device updates to minimize human error.
  3. Eliminate operational silos: Loss prevention, IT asset management, and inventory tracking systems need to talk to one another. Disconnected systems breed blind spots.
  4. Prioritize real-time analytics: The faster an anomaly or connectivity issue is flagged, the faster it can be resolved before it impacts the sales floor.

From SOTI’s perspective, the future of loss prevention isn’t just about locking down merchandise; it’s about building trusted, fully connected operations.

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Cozey expands in the U.S. market with Chicago pop-up (Photos)

Cozey photo
Cozey photo

Montreal-based furniture company Cozey , a North American leader in home living and furniture solutions, has opened its newest U.S. retail pop-up, moving beyond the East and West coasts and bringing its signature in-person shopping experience to Chicago in the Gold Coast neighbourhood.

Founder and chief executive Frédéric Aubé said the new pop-up store marks the latest milestone in the brand’s rapidly expanding retail strategy as the brand continues to grow its presence in high-demand markets across North America and beyond. 

Frédéric Aubé, Founder and CEO of Cozey

“Opening in Chicago is an exciting next step for Cozey,” said Aubé. “We’ve seen incredible momentum for the brand so far this year, and as we continue to scale, physical retail remains an important part of our growth and how we connect with customers. As with all our locations, we follow where the demand is and so we’re very excited to bring the Cozey experience to the city and its residents.” 

In April, he said Cozey opened a pop-up store in LA and celebrated its e-commerce launch in Australia, a significant step that marked its entry into a new international market, underscoring Cozey’s broader global ambitions.

The Chicago pop-up also follows a strong run of retail expansion across Canada and the U.S. as the retailer continues to invest in storefronts that complement its fast-growing e-commerce business and deepen customer engagement, he added.

Cozey photo

Aubé said the 5,345-square-foot pop-up will showcase a curated mix of Cozey’s most-loved and newest products, from Cozey’s signature modular seating and new modular bed system to washable rugs, storage options and more. Designed to bring the brand to life in an immersive, real-world setting, the Chicago store will offer customers an opportunity to experience Cozey’s innovative and design-forward approach to modern living, firsthand.

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Cozey photo
Cozey photo
Cozey photo
Cozey photo
Cozey photo