Net earnings of $323.0 million, up 9.0% and adjusted net earnings of $331.8 million, up 8.8%
Fully diluted net earnings per share of $1.48, up 13.0% and adjusted fully diluted net earnings per share of $1.52, up 12.6%
Eric La Flèche
“We are pleased with our results in the third quarter, marked by solid comparable sales growth in food and pharmacy, and good cost control. We successfully opened 5 new food stores in the quarter, a pace that will continue in the fourth quarter, on track with our plan to accelerate the development of our growing discount banners. We are confident that our sustained investments in our retail network and supply chain combined with strong execution will continue to fuel our growth and create long-term shareholder value,” said Eric La Flèche, President and Chief Executive Officer.
“The significant investments in the modernization of our supply chain are largely behind us, and we are now focussed on realizing efficiency gains,” said the company.
“These investments position us well for growth through the expansion of our retail network in the years ahead. As we begin our fourth quarter, we continue to face an uncertain economic environment, and it is difficult to predict how this environment will evolve and how it will impact our operations and our customers. We remain steadfast in our focus to deliver value to our customers through our robust merchandising programs, our strong private label and loyalty offers and working with our supply chain partners.”
With annual sales of more than $21 billion, METRO Inc. is a food and pharmacy leader in Québec and Ontario, providing employment to more than 97,000 people.
HBFace, the modern beauty studio rooted in the philosophy of Brows First, Beauty Follows, has opened its third location at 1202 Lakeshore Rd, Sarnia.
This expansion is not just a business milestone, it’s a deeply personal homecoming for founder and CEO Haley Bogaert, returning to her hometown of Sarnia after years of healing and transformation.
She has been living in Toronto and is now splitting her time between Sarnia and Toronto. Her other two locations are in Toronto in Oakville.
Haley Bogaert
“Coming back to Sarnia feels like a full-circle moment,” said Bogaert. “After losing my mom and brother, it was too painful to be here for a long time. But resilience transformed that pain into purpose, and now HBFace is rooted in the community where my story began.”
At HBFace, beauty is more than skin deep. The brand champions a belief in Resilient Beauty – that true beauty begins within and radiates outward, she added.
Born from personal loss, HBFace’s journey is a tribute to the power of inner strength and the healing nature of self-expression. With a strong commitment to mental health and community connection, HBFace is more than a brow and beauty studio, it’s a movement, explained Bogaert.
HBFace said it delivers a modern, elevated beauty experience grounded in expertise and thoughtful design. Clients can expect efficient, professional treatments in a welcoming, high-style space, where results meet intention.
With plans for rapid expansion across Canada and future ambitions in the U.S., HBFace said it is on a mission to simplify beauty, empower individuals, and build a resilient community. Each new location carries forward the belief that Brows First, Beauty Follows, because beauty isn’t just what you see. It’s what you overcome.
“Whether you’re enhancing your everyday look or prepping for a special moment, HBFace offers consistent and high-impact results. Every service is designed to simplify your routine and boost your confidence because when your brows are right, the rest falls into place,” said the brand.
“In addition to in-studio services, HBFace offers a curated line of skincare and beauty products – like the bestselling Brow Glaze, Brow & Lash Serum, Lip Crayon, and Water for Skin Hyaluronic Acid Serum, designed to complement treatments and help clients maintain effortless beauty at home.”
The company said its brand pillars are: ● Brows First: Brows frame the face and set the tone for everything that follows. HBFace specializes in brows as the foundation of beauty—delivering structure, balance, and glow-up energy. ● Resilience: HBFace’s story is rooted in loss, but built on strength. The brand reflects the power of overcoming adversity and the belief that resilience is its own form of beauty. ● Simplicity: HBFace believes in doing more with less—streamlining routines with effective, expertly executed services and curated skincare and makeup essentials. ● Accessible Luxury: Premium doesn’t have to mean exclusive. HBFace provides high-quality services and products at accessible price points, ensuring beauty excellence for all.
“At the heart of HBFace is a team of skilled professionals trained in the latest techniques through rigorous, ongoing training and education. This ensures every client receives exceptional service with consistency and care – rooted in resilience, elevated by expertise,” explained the brand.
“To foster ongoing connection and make beauty maintenance effortless, HBFace offers the HB Insider Club – a membership program that includes exclusive perks, priority booking, and special pricing. It’s designed to support each client’s journey toward Resilient Beauty, every day.”
Toronto-based family physician Dr. Erica Weste has launched a new brand that’s breaking ground in the baby care industry. Her company, My Petite Coco, is the first and only complete baby skincare line in Canada founded and formulated by a physician mom.
“It’s thoughtfully crafted, made with love and perfected by science, which is the ethos of our brand,” said Weste in an interview with Retail Insider. “The products are designed to meet a baby’s delicate, sensitive skin, delivering maximum but gentle hydration, protecting and soothing the skin.”
Though the line is suitable for anyone, the products are geared specifically toward babies from newborn to age three. “Even more narrow, the focus would be more so on babies, so newborns especially, because that’s a really important time when it comes to skincare for little ones,” she said.
Erica Weste
The idea behind My Petite Coco began in 2020, when Weste created a baby shower gift for a close friend who was expecting twins. “I thought, what can I give her as a really special, personalized gift that’s something that you just can’t buy off the shelves? So I made a few baby skincare products for her to use on her daughters,” she said.
Over time, and through her own medical practice, she observed how common skin issues are among infants. “At least 50% of babies born, at least in Canada, typically will have some kind of skin symptom, whether it’s dryness, redness, or itching,” said Weste.
When she became pregnant, she looked at what was available on store shelves. “There was a void in the market. There was nothing that really satisfied my expectations for baby skincare. So I went back and pulled out the formulas I had from 2020, I revamped them. And that’s the story of My Petite Coco.”
The name also holds personal meaning. “Coco is the nickname for my daughter. And ‘petite’—I’m bilingual, so I grew up speaking English and French—was just a way to pay homage to my French-speaking background.”
Source: My Petite Coco
Launched in April 2025, the brand has already gained retail traction. My Petite Coco products are currently available on well.ca, as well as in boutique stores like Love Me Do on Queen Street in Toronto, Jill and the Beanstalk on College Street in Toronto, and Thistle & Wren in British Columbia.
Weste sees expansion in the near future. “I do foresee going into more retail outlets, considering this is a fairly new brand. I do predict some more brick and mortar space, but also increasing our direct-to-consumer sales with time.”
However, she’s not looking to open her own storefront. “We do not have plans for our own brick-and-mortar store. We want to meet our customers where they are, which is in maternity and baby stores.”
Currently, the line includes four SKUs: Baby Balm, Baby Oil, Baby Cream, and Baby Wash and Shampoo.
Weste’s background in science and medicine plays a central role in her product development. “I’m a physician who also does my own formulations. I have a Bachelor of Science from the University of Toronto, and I’ve been making my own skin and haircare products for over 20 years,” she said.
“Every single ingredient that is in every single one of our products has been selected by me—heavily researched, everything is evidence-based and tested for efficacy and safety,” she added. “I use premium ingredients in my own skincare and I thought, well, I feel like babies should have premium ingredients as well. We care about our skin—we should care about our baby’s skin as well.”
BurritoBar USA Inc., a leading fast-casual Mexican food franchise, has awarded the Master Franchise rights for the state of South Carolina to Krinesh Patel, Rakesh Patel and Jatin Patel with plans to open 54 new franchised Barrio Burrito Bar restaurants over the next two decades.
With the signing of this most recent Master Franchise Agreement, the brand has surpassed 1,592 contractually committed franchise units throughout the United States, further accelerating the brand’s aggressive growth plans in the U.S. market, said the company.
Barrio Burrito Bar said it prides itself on serving fresh Tex Mex cuisine using high-quality ingredient; daily-prepared meats; homemade salsas; and unique menu offerings such as Bang-Bang Shrimp, Crunchy Chicken, and “Extreme Fries,” providing craveable meal options that appeals to a wide consumer base.
barBURRITO, its Canadian affiliate, opened its first restaurant in downtown Toronto in 2005 and has grown to over 375 locations from coast to coast, establishing itself as dominant market leader and Canada’s largest and fastest-growing burrito franchise.
Building on its success in Canada, the concept entered the U.S. market in 2020 under the name BURRITOBAR. In 2024, it rebranded to Barrio Burrito Bar. As part of the brand evolution, key brand attributes were created including a new name; a contemporary logo; elevated design elements; and refined esthetics. Collectively, these revitalized characteristics further elevates the brand positioning within the category, it said.
Jeff Young
“The growth trajectory of Barrio Burrito Bar in the United States has been extraordinary and our compelling and lucrative Master Franchise program has been a driving force in the success in the company’s ongoing International expansion strategy,” said Jeff Young, Chief Development Officer.
“This exceptional business model offers our Master Franchise partners the opportunity to develop and manage a territory who are remunerated with a predictable and recurring revenue stream through shared franchise fees and ongoing royalties.
“Our accelerated franchise development activity continues to yield remarkable results, with Master Franchise agreements now signed in Michigan, Florida, Virginia, Maryland, Tennessee, Iowa, Nebraska, North Texas, South Illinois, North Illinois, Ohio, New Jersey, West Virginia, Louisiana, Georgia, Long Island and Westchester County in New York State, Kentucky, Indiana, North Carolina, Western New York State, Pennsylvania; Alabama and now South Carolina. Nearing 1,600 contractually committed franchise units in the US is an incredible feat and it’s just the beginning of what we can accomplish together with our incredible Franchise Partners.”
Established in 2005 in Toronto, Canada, barBURRITO Fresh Mexican Grill offers fresh, made-to-order Tex-Mex in a quick-service format. Since its inception, barBURRITO has grown to become Canada’s largest and fastest-growing Mexican food franchise, with over 375 locations nationwide. In 2020, the company expanded into the U.S. under the brand BURRITOBAR, later rebranding to Barrio Burrito Bar. Since then, it has secured single-unit Franchise Agreements, Area Development Franchise Agreements, and Master Franchise Agreements, with commitments to open hundreds of locations across the country.
Hudson's Bay/Saks Fifth Avenue flagships in downtown Toronto. The building at 176 Yonge Street began its life in 1898 as a Simpsons store. Photo taken April 23, 2025 by Craig Patterson
The International Downtown Association Canada (IDA Canada) earlier this month officially launched Downtown Month 2025, a national campaign taking place throughout August to celebrate and highlight the essential role that downtowns play in communities across the country.
From local businesses and cultural institutions to public spaces and gathering places, downtowns remain the economic, cultural, and social engines of cities, towns, and neighbourhoods. Downtown Month provides an opportunity to showcase the strength and resilience of these spaces while underscoring the pressing need for coordinated leadership and investment to support their continued renewal, said IDA Canada.
Kate Fenske
“Downtowns across Canada are continuing to adapt and evolve in the face of economic and social challenges,” said Kate Fenske, Chair of IDA Canada.
“This month is a time to celebrate their progress while also reinforcing the need for focused federal support to help ensure their long-term success.”
IDA Canada said it continues to advocate for a national downtown strategy. Its policy priorities include investing in public spaces and infrastructure, increasing housing density, support small businesses (either supporting small businesses, addressing mental health and addictions, and ensuring downtowns remain inclusive and welcoming through improvements to the justice system and bail reform.
“Canada’s downtowns are the heartbeat of our communities. With strategic investments and a shared vision, they can thrive once again,” added Fenske. “We invite everyone to take part in Downtown Month by celebrating their local downtowns and joining the call for long-term, sustainable solutions.”
Throughout August, IDA Canada members across the country will be sharing key messages, hosting local events, and engaging their communities to shine a spotlight on the importance of downtowns and the need to support their recovery and growth.
IDA Canada is a national coalition that works on behalf of more than 500 Business Improvement Associations. Together, it represents over 250,000 business and property owners in districts that account for billions of dollars in assessments and economic activity.
As food companies race to meet evolving regulations and rising consumer demand for clean labeling, Canadian-founded, AI-powered nutrition platform MenuSano is expanding beyond North America to serve clients worldwide.
“MenuSano helps clients seamlessly meet compliance standards and create innovative, trend-driven recipes their customers love, in minutes – all at a fraction of the cost of legacy systems, making recipe development and labeling easier and scalable,” said Sonia Couto, Founder, MenuSano.
Sonia Couto
MenuSano said its accessible nutrition labeling and recipe analysis platform – starting at just $29/month – is now available across the U.K., Middle East, and Asia. The software also often eliminates the need for costly lab testing, reducing expenses by as much as 95 per cent.
Trusted by leading CPG, restaurant, and foodservice brands, including Shake Shack, Canopy Growth, Pizza Nova, Momofuku, and Healthy Planet, MenuSano now also offers modules for supplements, edibles, and cannabis-adjacent products.
“What started as a personal mission to help people eat better has grown into a global platform that empowers companies to navigate change,” added Couto, a cancer survivor who bootstrapped the company after experiencing how difficult it was to access clear, accurate nutrition information during her recovery.
MENUSANO: AN ALL-IN-ONE SOLUTION
With just a few clicks, subscribers can:
• Generate high-resolution, country-compliant nutrition labels in minutes that meet U.S., Canadian, and global standards
• Use AI-powered Smart Search that matches ingredients based on user behaviour
• Create custom ingredients and proprietary blends • Run complete nutrition analyses to meet business needs and consumer expectations
• Automate country-specific calculations, including rounding rules and cooking methods
• Access the platform 24/7 through a cloud-based, mobile-friendly interface
Sonia Couto
FOOD BRANDS FACE MOUNTING REGULATORY PRESSURE
The company said U.S. regulators are increasing scrutiny around added sugars, sodium, and artificial dyes, while demanding greater ingredient transparency.
In Canada, new front-of-package (FOP) nutrition labeling regulations take effect January 1, 2026. Meanwhile, 74 per cent of consumers prefer brands with accurate nutrition labels and 60 percent actively seek “clean label” products with simple, recognizable ingredients (Innova Market Insights, 2024), it said.
FOOD TECH PLATFORM POISED FOR GROWTH
With the global nutrition labeling market expected to grow from $25.4 billion to $36.2 billion by 2035 (CAGR 3.6%), MenuSano is positioned to capitalize on accelerating demand for faster, smarter compliance tools as a scalable, AI-powered alternative to legacy software solutions that can cost up to $30,000 per year.
NEO Coffee Bar is celebrating 10 years of serving beverages and creating a vibrant gathering place rooted in craftmanship, care and community.
Since opening its first location in 2015, it has grown to five locations across Toronto, becoming a trusted destination for those seeking quality, intention and a moment of calm in the city. Known for its quiet design, precise preparation and thoughtful service, the brand has earned its reputation one cup at a time, said the company.
Alan De Luna
“In a fast-moving city, NEO Coffee Bar was created as a place to pause,” said Alan De Luna, Marketing Consultant at NEO Coffee Bar. “We’ve always believed in making space for intention – with our guests, our community and each other.”
Inspired by Japanese tea culture, the company said it offers drinks and desserts made with matcha, houjicha and yuzu. Each item reflects a quiet tradition – reimagined in its own way and served in a space designed to slow things down.
“We work with organic ingredients and take pride in doing things the right way – by hand, with care,” said De Luna. “Every drink and pastry reflect our commitment to craftsmanship, from how it’s made to how it’s presented.”
Its success is a testament to the dedication of its team and the loyalty of its customer. Every cup served represents a shared moment and a commitment to excellence, it added.
“As we mark this important milestone, we extend our gratitude to the team and community that made the first 10 years of NEO Coffee Bar possible,” said De Luna. “Looking ahead, we remain focused on sustainable growth and are committed to expanding our café presence across Canada with the same care and intention that have defined us since day one.”
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 48 hours.
Signage outside the former Hudson's Bay flagship store in downtown Toronto, May 2025. Photo: Craig Patterson
*Update: On Wednesday, Retail Insider confirmed that ‘Rupert Legacy’ was a temporary placeholder name introduced on August 8, 2025. The former Hudson’s Bay Company and its subsidiaries are now operating under numbered company names.
Article from Tuesday:
The corporate entity that once operated the Hudson’s Bay department store chain has changed its name to Rupert Legacy, marking the latest step in the wind-down of one of Canada’s oldest retail institutions. The name references Prince Rupert, the first governor of the Hudson’s Bay Company (HBC), and Rupert’s Land, the vast northern territory over which the company once held a monopoly.
The rebrand follows the sale of the Hudson’s Bay name, trademarks, and several private-label brands to Canadian Tire Corporation for $30 million. That transaction was approved by the Ontario Superior Court earlier this year as part of HBC’s court-supervised liquidation process under the Companies’ Creditors Arrangement Act (CCAA).
HBC, which had already shuttered all 80 Hudson’s Bay locations and its remaining Saks Fifth Avenue/OFF 5TH stores, was legally required to change its name after Canadian Tire acquired its intellectual property portfolio. The sale included the “Hudson’s Bay” and “The Bay” names, the multicoloured stripes motif, the historic coat of arms, and popular private labels such as Distinctly Home and Hudson North.
The deal also transferred ownership of well-known slogans, including “Bay Days” and the Zellers tagline “the lowest price is the law.” Canadian Tire’s acquisition gives it full control over the historic branding, while the corporate entity formerly operating the department store chain now proceeds under the Rupert Legacy banner as it sells off leases and prepares to auction its remaining art and artifacts.
Hudson’s Bay flagship store in downtown Vancouver on Wednesday, May 28, 2025. Photo: Lee Rivett
Canadian Tire’s Future Plans for the Brand
Canadian Tire has indicated it intends to preserve and potentially revive the Hudson’s Bay brand across its retail platforms. The company has described itself as a responsible steward of the historic name and will announce further plans later in 2025. While the precise format of any revival remains unclear, the acquisition provides the opportunity for Canadian Tire to integrate the brand’s heritage into its retail portfolio.
The Hudson’s Bay brand is among the most recognized in Canadian history, with roots dating back to the country’s early colonial era. Its visual identity, particularly the stripes motif, continues to hold significant nostalgic and cultural value, which Canadian Tire is expected to leverage in future merchandising and marketing strategies.
Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson
A Brand Steeped in History
The name Rupert Legacy recalls the 17th-century origins of HBC. In 1670, King Charles II granted a royal charter to “The Governor and Company of Adventurers of England, trading into Hudson’s Bay.” Prince Rupert of the Rhine, a cousin of the king, was named the first governor. The charter gave the company a trading monopoly over Rupert’s Land, an immense territory covering roughly one-third of modern-day Canada and parts of the northern United States.
For nearly two centuries, HBC controlled trade, governance, and exploration in Rupert’s Land, operating a network of trading posts and forts. The fur trade formed the backbone of its business, with beaver pelts serving as a unit of currency known as the “Made Beaver.”
In 1870, HBC sold Rupert’s Land to the newly formed Dominion of Canada under the Rupert’s Land Act, integrating the territory into Confederation. The company retained some trading rights and land but transitioned from governance to commercial retail operations, eventually evolving into the department store chain familiar to modern consumers.
People talking outside the Hudson’s Bay Company post in Aklavik, NT, 1956.
(courtesy Library and Archives Canada/1971-271 NPC)
The End of a Retail Era
The closure of Hudson’s Bay stores this summer marked the end of an era in Canadian retail. Once considered a cornerstone of shopping in cities and towns across the country, the brand had faced years of declining sales, competition from international retailers, and the rapid growth of e-commerce. The CCAA filing in March 2025 triggered the largest department store liquidations in Canadian history, with significant impacts on employees, landlords, and suppliers.
The Rupert Legacy entity will continue to manage the remaining aspects of the wind-down, including the sale of store leases and the disposition of historical assets. These include a significant collection of art and artifacts that remain outside of the Canadian Tire transaction.
Looking Ahead
The future of the Hudson’s Bay brand now rests with Canadian Tire, which holds the rights to its name and trademarks. Industry observers will be watching closely to see whether the company chooses to launch new retail formats under the Hudson’s Bay banner or incorporate elements of the brand into its existing operations.
While the department store chain itself has vanished from Canadian streets, its legacy remains embedded in the nation’s commercial and cultural history. The adoption of the Rupert Legacy name ensures that, even in dissolution, the corporate entity reflects its origins in a business that shaped much of Canada’s early development.
Chocolate Board of Canada storefront in Banff, Alberta. Image supplied
Rocky Mtn Chocolate, a Canadian favourite for nearly four decades, has launched an entirely new concept aimed at elevating the country’s chocolate experience. The new brand, Chocolate Board of Canada, opened its first location earlier this month in Banff, Alberta, marking a bold expansion for the family-owned company.
Located at 202 Banff Avenue in the historic Caribou Corner building, the flagship store occupies one of the most prominent retail corners in the mountain town. This same building once housed the first Hudson’s Bay Company store in Banff, which opened in 1935 and later relocated in 1947. For the Kerzner family, the symbolic location underscores the ambition behind their latest venture.
According to Ashton Kerzner, Chief Operating Officer of Rocky Mtn Chocolate Canada, the decision to introduce Chocolate Board of Canada stemmed from a desire to create something distinct from their well-known Rocky brand.
“We wanted to do something different in the chocolate space,” says Ashton. “Our history goes back to 1988 when my father Brian purchased the rights to operate in Canada, but we wanted to develop a brand completely separate from Rocky, something that speaks to our Canadian identity.”
The new brand embraces a more refined, chocolate-focused approach, moving away from the playful and sometimes quirky image associated with Rocky Mtn Chocolate. While caramel apples have long been a Rocky signature, Chocolate Board of Canada eliminates them entirely, concentrating instead on artisan chocolate creations.
Chocolate Board of Canada storefront in Banff, Alberta. Image supplied
The Name: Authority and Authenticity
The name, Chocolate Board of Canada, was not chosen lightly. “We hired several branding agencies, and when this name came up, Brian loved it right away,” recalls Tammi Kerzner, co-founder of Rocky Mtn Chocolate Canada. “With almost 40 years in the chocolate business, you learn everything about flavour, texture, and customer preferences. That expertise makes us an authority on chocolate, and that’s exactly what the name conveys.”
Tammi adds that the brand reflects distinctly Canadian tastes. “Every country has different profiles when it comes to chocolate. We wanted to stay true to Canadian flavours and create something that resonates with local consumers.”
Chocolate Board of Canada storefront in Banff, Alberta. Image supplied
A Statement Location and a Bold Design
The first Chocolate Board of Canada store makes a strong impression in Banff. Ashton explains that the team wanted a location that would turn heads. “It’s probably one of the best, if not the best, retail corner in Banff,” he says. “We wanted to make a statement with our new brand and create an experience unlike anything we’ve done before.”
To achieve that, the Kerzners hired a Vancouver-based design firm to craft a completely new visual identity. “The store looks nothing like a Rocky shop,” Ashton notes. “We designed everything from the ground up —finishes, colours, materials, so when you walk in, you immediately sense this is something different. It’s an elevated, immersive experience.”
The bold aesthetic choice extends to the packaging, where vibrant orange plays a starring role. “When orange was introduced, everyone hated it, except me,” laughs Brian Kerzner, the company’s co-founder. “Now, when you see people walking down Banff Avenue with bright orange bags, it makes a statement. It’s very different from the traditional, stoic image of chocolate retail.”
Inside the Store: A Canadian Experience in Every Detail
Beyond design, the Banff location reflects a deep commitment to Canadian craftsmanship. “Everything is Canadian,” says Tammi. “The aprons our staff wear are handmade in Canada, hand-riveted with leather accents. Our ice cream is made from Canadian dairy in small batches. Every detail is intentional.”
Chocolate production remains highly artisanal. “Every single chocolate is hand-dipped and hand-decorated,” explains Brian. “We have three tempering machines in the store so customers can watch our team create products in real time. Even items like fudge and caramel popcorn are made on-site.”
This emphasis on quality and transparency aligns with the brand’s ambition to offer a premium chocolate experience. “We wanted customers to feel like they’re stepping into an environment where every element is curated and authentic,” Ashton adds.
Chocolate Board of Canada storefront in Banff, Alberta. Image supplied
An Elevated Product Line
The product offering at Chocolate Board of Canada sets it apart from its sister brand. “Rocky’s personality is fun, quirky, and a little misshapen,” says Tammi. “This new line is more sophisticated. Ashton worked closely with our head chocolatier to develop unique flavour profiles that reflect Canadian preferences. It’s about giving customers something fresh, bold, and elevated.”
Gift assortments have been a major focus, with sleek packaging and premium finishes designed to appeal to travelers and gift-givers alike. “We even created a Canadian Collection gift box that highlights local flavours,” Brian says. “Every box has a soft-touch finish, custom stickers, and details that elevate the overall experience.”
Future Expansion: Airports and A-List Destinations
Although the concept is still in its infancy, early response suggests strong growth potential. “We didn’t expect it to take off this quickly,” admits Tammi. “The reception in Banff has been incredible, and it’s only been a few of weeks.”
The company has already identified its next location: Toronto Pearson International Airport. “We have a kiosk at the airport that’s scheduled for a complete redesign,” Ashton reveals. “It will become the second Chocolate Board of Canada store, likely by the end of this year.”
Beyond that, the team envisions rolling out the concept in other high-traffic, prestige environments. “We see this brand in major airports, premium urban streets like Robson in Vancouver, and A-list shopping centres,” says Ashton. “It’s not going to replicate the Rocky model in small towns. This is about select, statement locations.”
Display window at the Chocolate Board of Canada storefront in Banff, Alberta. Image supplied
Balancing Two Brands
With 47 Rocky Mtn Chocolate locations across Canada, the Kerzners have no plans to abandon their original brand. “Rocky will continue to thrive,” says Brian. “It has its own personality that is fun, approachable, and a little playful. Chocolate Board is something else entirely. It’s elegant, authoritative, and geared toward customers looking for a more elevated experience.”
This dual-brand strategy allows the company to cater to different consumer segments while leveraging decades of expertise. “Our goal isn’t to replace Rocky but to complement it,” Ashton emphasizes. “There’s room for both.”
A Canadian Brand with Global Ambitions?
When asked whether Chocolate Board of Canada could eventually go international, Brian remains focused on the immediate future. “Right now, we’re concentrating on making this concept as strong as possible in Canada,” he says. “We’ve built a brand in six months that’s resonating faster than we imagined. That’s exciting.”
For the Kerzners, the launch of Chocolate Board of Canada is more than a business move; it’s a statement about identity. “We wanted something that reflects who we are: Canadian, authentic, and passionate about chocolate,” says Tammi. “This brand does exactly that.”
