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Urban Nature Store Reaches 10 Locations as More Canadians Embrace Backyard Birding

Urban Nature Store in Thornhill. Image supplied/modified

As more Canadians spend time closer to home this summer, many are rediscovering the simple pleasure of watching birds in their own backyards. For Urban Nature Store, that growing appreciation for nature has helped fuel the expansion of a Canadian specialty retailer that has quietly reached an important milestone.

The company has opened its 10th store at 92 Doncaster Avenue in Thornhill, marking a significant achievement for the business founded by Paul Oliver more than 25 years ago. The opening comes as interest in birdwatching, backyard wildlife and other nature-related hobbies continues to build across Canada.

“We’re incredibly grateful for the support Canadians have shown us over the past twenty-five years,” said Oliver. “Opening our tenth store isn’t simply about growth—it’s about continuing to build a community of people who care about nature, wildlife and protecting the environment for future generations.”

Founded in 2000, Urban Nature Store has grown from a single location into a network of 10 stores across Ontario, including locations in Ancaster, Etobicoke, Kingston, Markham, Mississauga, North York, Oshawa, Pickering, St. Catharines and now Thornhill. The retailer also serves customers nationally through e-commerce and employs approximately 75 full- and part-time team members.

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Building a Business Around Nature

Urban Nature Store’s growth is rooted in a simple idea: helping Canadians connect with the natural world around them. For Oliver, birding has always been personal.

“It was something my mother and I shared together, and those are memories I’ve carried with me my whole life,” he said.

Today, he sees that connection being passed along to a new generation of customers.

“In a world filled with screens, bird feeding gives families a simple way to spend time together while helping kids develop an appreciation for wildlife and the environment,” Oliver said.

That sense of community has become one of the company’s defining characteristics. Many employees were once Urban Nature Store customers themselves, developing a passion for birding before eventually joining the business.

The loyalty extends to customers as well. More than 90 per cent of shoppers participate in the company’s free rewards program, while combined in-store and online sales are running approximately 17 per cent ahead of last year.

“We’ve been incredibly fortunate to build a loyal community of customers who keep coming back, not just because of the products we sell, but because they know they’ll receive honest advice and personal service,” Oliver said.

Birding Goes Mainstream

Urban Nature Store’s expansion comes amid broader changes in how Canadians are spending their leisure time.

Statistics Canada has reported that more than one-quarter of Canadian households purchase products to feed or shelter birds, while millions of Canadians participate in wildlife viewing and birdwatching activities each year.

At the same time, economic pressures and changing travel habits are encouraging many Canadians to spend more time closer to home this summer, leading some to rediscover local parks, gardens and backyard hobbies.

Oliver said the company saw an extraordinary increase in interest during the pandemic as people spent more time at home and began paying closer attention to the wildlife outside their windows.

“Initially, we thought that interest might fade once life returned to normal,” he said. “Instead, the opposite happened.”

Many customers discovered that birdwatching is relaxing, educational and surprisingly addictive.

“Once someone sees a colourful cardinal or a hummingbird visiting their feeder for the first time, they’re hooked,” Oliver said.

The demographics of birding have also broadened significantly.

“There used to be a stereotype that birding was mostly a hobby for retirees,” he said. “That couldn’t be further from today’s reality.”

The retailer is increasingly seeing young professionals, families with children and newcomers to Canada embracing birdwatching and nature-related activities.

Urban Nature Store in Thornhill. Image supplied/modified

A Growing Interest in Canadian-Made Products

Another trend benefiting the company is growing consumer interest in supporting Canadian businesses and purchasing locally made products.

“We’re proudly Canadian-owned and Canadian-managed, so supporting Canadian suppliers feels like a natural extension of who we are,” Oliver said.

Urban Nature Store offers many products sourced from Canadian manufacturers and has collaborated with domestic suppliers to develop exclusive items for its stores.

“One of the biggest surprises over the past couple of years has been discovering just how much manufacturing expertise exists in Canada,” Oliver said.

That focus has become increasingly important as more customers ask where products are made and look for ways to support Canadian companies.

Expanding With Purpose

The decision to open in Thornhill was driven by both customer demand and data from the company’s online business.

“We regularly received emails and comments from customers saying, ‘When are you opening a store in Thornhill?'” Oliver said.

By examining online sales patterns, Urban Nature Store identified the community as an underserved market with strong interest in birding and nature products.

Despite reaching 10 locations, the company says it remains committed to measured expansion.

“We’d rather open the right stores, in the right communities, while maintaining the level of customer service that has defined us since 2000,” Oliver said.

Additional growth opportunities are being explored, though the company says maintaining the customer experience remains its top priority.

Beyond Retail

Urban Nature Store sells bird feeders, seed, optics, nature-inspired gifts, educational toys, gardening products and seasonal décor, but Oliver says the company’s purpose extends beyond retail.

This year alone, the company will host more than 30 free guided bird walks in communities where it operates. It also offers a binocular lending program for schools, community groups and aspiring birders.

“If someone leaves one of our stores or attends one of our events with a greater appreciation for birds and wildlife, we’ve accomplished something meaningful,” Oliver said.

Twenty-five years after opening its first store, Urban Nature Store is showing how specialty retail can thrive by building community, offering expertise and helping people reconnect with the natural world just beyond their back doors.

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Why Cadillac Fairview Is Selling CF Shops at Don Mills

CF Shops at Don Mills in Toronto. Photo: Cadillac Fairview

Toronto-based Cadillac Fairview has put CF Shops at Don Mills up for sale, offering investors the opportunity to acquire one of Canada’s best-known open-air shopping centres as the company continues a long-term strategy of concentrating its portfolio around its most productive retail assets and highest-growth opportunities.

The 30-acre property, located at the southwest corner of Don Mills Road and Lawrence Avenue East in Toronto, comprises 580,153 square feet of gross leasable area and is home to 111 tenants. The shopping centre is being marketed by TD Cornerstone Commercial Realty and CBRE Toronto’s National Investment Team, which described the offering as a “generational opportunity to acquire a high-quality shopping centre with stable in-place cash flow and long-term upside potential.”

According to marketing materials, the centre generates approximately $665 in tenant sales per square foot and benefits from an affluent trade area with average household income of about $171,000.

The property is anchored by tenants including Metro, McEwan Fine Foods, Cineplex Cinemas, LCBO, RBC, TD, Anthropologie, Structube and Eataly. Other notable retailers include Aritzia, Sephora, Joey Restaurants, Chick-fil-A and Chipotle.

CF Shops at Don Mills in Toronto. Photo: Cadillac Fairview

A Pioneering Lifestyle Centre

CF Shops at Don Mills opened in 2009 on the site of the former Don Mills Centre, becoming one of Canada’s earliest large-scale open-air lifestyle shopping centres. At the time, the project represented a significant departure from the enclosed regional mall format that had dominated Canadian retail development for decades.

The centre combined shopping, restaurants, entertainment and public gathering spaces in an urban village setting and helped establish the lifestyle centre concept in Canada.

Cadillac Fairview later partnered with FRAM Building Group and Lanterra Developments on residential projects surrounding the shopping centre, including Rodeo Drive, Flaire and LIV Lofts, helping create a mixed-use community around the property.

In 2017, Cadillac Fairview completed a $21-million renovation that included upgraded pedestrian spaces, enhanced landscaping, new public art and expanded entertainment areas.

CF Shops at Don Mills in Toronto. Photo: Cadillac Fairview

Another Step in Cadillac Fairview’s Portfolio Evolution

The proposed sale comes amid a period of significant portfolio repositioning by Cadillac Fairview, the wholly owned real estate subsidiary of the Ontario Teachers’ Pension Plan.

Over the past two years, the company has sold several major shopping centres, including CF Champlain in Greater Moncton, CF Fairview Park in Kitchener, CF Lime Ridge in Hamilton and CF Promenades St-Bruno in Quebec. Earlier this year, Cadillac Fairview also sold a 50 per cent non-managing interest in CF Masonville Place in London while retaining management of the property.

Taken together, the transactions suggest an increasingly focused portfolio optimization strategy centred on a smaller number of flagship assets that generate some of the highest sales productivity levels in Canada.

Retail Advisor Antony Karabus believes the proposed sale of Shops at Don Mills fits squarely within that strategy.

“Different mall owners clearly have very different strategies,” Karabus said in an interview with Retail Insider.

Antony Karabus

“CF’s shopping centre strategy clearly is to build and optimize the most productive modern malls that cater to the biggest-spending retail customers.”

Karabus described Shops at Don Mills as an “orphan” within Cadillac Fairview’s portfolio, arguing that the open-air centre no longer aligns with the company’s focus on highly productive, transit-oriented shopping centres in major urban markets. Further, the open-air nature of the asset brings a whole different set of complexities and is creating challenges to motivate customers to shop there for the many months of winter and rainy weather in Toronto.

“It’s just for a different mall owner, it would be a good asset. For CF, it doesn’t fit into their portfolio strategy,” he said.

A Different Position in the Toronto Market

Karabus noted that Shops at Don Mills occupies a different position in the market than some of Cadillac Fairview’s flagship properties and nearby competitors.

Unlike nearby enclosed shopping centres such as CF Fairview Mall and Bayview Village, the property lacks direct rapid transit access and primarily serves customers arriving by automobile and bus. The surrounding neighbourhood is affluent but remains relatively low density compared with some of Toronto’s major urban shopping districts.

The centre’s tenant sales productivity of approximately $665 per square foot is well below that of Cadillac Fairview’s highest-performing assets, many of which generate more than $1,000 per square foot in tenant sales.

At the same time, Karabus emphasized that the proposed sale should not be interpreted as a reflection of weakness at Shops at Don Mills itself.

“It’s not a bad asset,” he said. “It’s just not the right asset for Cadillac Fairview.”

His comments also reflect broader changes within Canadian retail, where a K-shaped economy has increasingly favoured top-performing luxury and premium retail destinations while value-oriented and necessity-based centres have also performed strongly.

CF Shops at Don Mills in Toronto. Photo: Cadillac Fairview

Significant Long-Term Redevelopment Potential

While the existing shopping centre continues to generate stable cash flow, the property’s long-term redevelopment potential may prove equally attractive to prospective buyers.

Marketing materials indicate that an additional 752 condominium units and 407 purpose-built rental apartments are proposed within the existing mixed-use village surrounding the shopping centre.

The offering memorandum also highlights the possibility of substantially greater intensification in the future. Preliminary planning concepts envision the eastern portion of the site along Don Mills Road eventually accommodating more than 2,800 additional residential units.

The scale of that opportunity suggests that investors may be evaluating the property as both an operating shopping centre and a long-term land play in one of Toronto’s most affluent neighbourhoods.

Karabus believes meaningful redevelopment remains years away given the current challenges and much reduced demand in the multi-family real estate sector but says the property could appeal to an owner with different investment objectives and return expectations than Cadillac Fairview.

As shopping centre owners across Canada increasingly look to unlock value through mixed-use intensification, the future owner of Shops at Don Mills may ultimately see opportunities extending well beyond the existing retail footprint.

Ultimately, the proposed sale appears to be less a commentary on the shopping centre itself and more another sign of Cadillac Fairview’s continuing effort to optimize  its retail portfolio around a smaller number of flagship assets with the highest productivity and growth opportunity.

For a new owner, however, the property may represent something entirely different: a stable cash-flowing retail asset, a substantial land holding in one of Toronto’s most affluent communities, and a long-term opportunity to shape the next chapter of one of Canada’s pioneering lifestyle centres.

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Celebrate Canada Worldwide eyes new international markets as trade landscape shifts

Celebrate Canada Worldwide photo
Celebrate Canada Worldwide photo

Celebrate Canada Worldwide is preparing to expand beyond its long-established United Kingdom presence as the not-for-profit organization looks to connect Canadian businesses with new international markets amid changing global trade dynamics.

Executive chair Jeffrey Sundquist said the organization is building on a model developed through its Canada Day programming in London and subsequent Canada U.K. Business Summit, with an eye toward establishing similar initiatives in other regions.

“Our purpose is really to promote trade, investment and culture,” Sundquist said in an interview.

The organization is now assessing markets including the Middle East and Mexico as it considers where its platform could best support Canadian commercial interests.

Jeffrey Sundquist
Jeffrey Sundquist

The expansion marks a strategic shift for the Calgary-based organization, which has historically centred its activities in London, where its Canada Day celebrations once drew about 50,000 people to Trafalgar Square. While the public festival is not being held this year, Sundquist said planning is underway for its return in 2027.

Instead, the organization is focusing on strengthening its business programming while evaluating opportunities in additional markets.

“We want to expand our platform to other markets, particularly given the trade issues right now,” he said.

Building on a business summit model

Celebrate Canada Worldwide traces its origins to Canada Day London, which combined cultural programming with business and diplomatic engagement.

Sundquist, who previously lived in London, said the original event featured Canadian musical acts, cultural activities, sports programming and partnerships with organizations including Lululemon.

Following a hiatus of about a decade, organizers shifted their attention toward commercial engagement by creating the Canada U.K. Business Summit, bringing together business leaders, elected officials, Indigenous leaders and diplomatic representatives.

Celebrate Canada Worldwide photo
Celebrate Canada Worldwide photo

The summit now serves as the template for future expansion.

“It’s really about connecting business, elected officials, cultural leaders, Indigenous leaders, and celebrating Canada,” Sundquist said.

The organization works with the Canadian High Commission and seeks to promote Canada’s profile through trade, investment and cultural initiatives.

Focus on established exporters

Rather than targeting early-stage companies, Celebrate Canada Worldwide is concentrating its efforts on businesses with the financial capacity to pursue international expansion.

Among organizations that have participated are mining companies, Air Canada and law firms.

“We want to work with and promote organizations that have got the balance sheet to export,” Sundquist said. “We’re not looking for startups per se.”

He said entering international markets requires patience, capital and long-term commitment.

“On the export side, it takes time and patience and capital to develop into new markets.”

In addition to supporting export opportunities, the organization also works on initiatives related to attracting inward investment and collaborates with multiple levels of government to support international engagement.

Celebrate Canada Worldwide photo
Celebrate Canada Worldwide photo

Tailoring markets to provincial strengths

Sundquist said future expansion will not rely on a one-size-fits-all approach. Instead, the organization intends to align Canadian industries with markets where they are most likely to succeed.

He pointed to Newfoundland and Labrador’s participation in London as an example of how regional strengths can be matched with appropriate international opportunities.

“Their industry may not necessarily align with Mexico,” he said.

Likewise, Ontario’s automotive sector may be better suited to some markets than others, while Western Canada’s energy industry could find opportunities in parts of the United States and overseas if market access improves.

“It’s really about aligning the interests of different partners that we’ve got across Canada with new markets.”

Celebrate Canada Worldwide photo
Celebrate Canada Worldwide photo

Leveraging diplomatic experience

Sundquist said the organization’s leadership draws on experience in government, diplomacy and international business to support its expansion plans.

A former diplomat, he previously served as Alberta’s representative in the United Kingdom and worked on policy matters across Europe, including Brussels.

That experience, combined with board members’ backgrounds in trade and diplomacy, gives the organization an understanding of how to work with Canadian embassies, high commissions and the Trade Commissioner Service, he said.

“We’ve got a really good pedigree. It’s a small team, but we’ve got a good pedigree of people that understand the playing field in business, diplomacy and culture.”

Although Celebrate Canada Worldwide remains relatively small, Sundquist said its strategy is to leverage those relationships as it evaluates where to establish future programming.

“We don’t want to boil the ocean or be overly ambitious,” he said. “But we think that there are great opportunities in other markets, and we can be a great advocate and support for that.”

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Redbrick proposes landmark hotel redevelopment for downtown Victoria

Pandora site. Redbrick photo
Pandora site. Redbrick photo

Victoria-based Redbrick says it plans to redevelop a long-vacant downtown property into a hotel, marking what the company describes as a significant local investment as it seeks to expand accommodation capacity in the city’s core.

The company said that it is in the preliminary planning stages for Westholme, a proposed hotel at the corner of Government Street and Pandora Avenue. The project would redevelop the site at 603 Pandora Ave., which has remained vacant since a fire destroyed the previous building in 2019.

The proposal represents Redbrick’s latest investment in Victoria, where the company was founded and has operated since 2011. The business says it has grown to employ more than 200 people and has invested in companies, initiatives and projects intended to support the local economy over the past 15 years.

Pandora site. Redbrick photo
Pandora site. Redbrick photo

The redevelopment application for the property has been active for several years. Redbrick, which recently acquired the site, said it is redesigning the proposal with a new project team in collaboration with Victoria-based developer Aryze.

The property was once home to the historic Westholme Hotel, which first opened in 1911. According to Redbrick, the site has long served as a gathering place in downtown Victoria.

The location sits near Centennial Square and the city’s Industry, Arts and Innovation District. Redbrick said future plans will explore public-facing spaces and street-level uses as part of the redevelopment.

Tobyn Sowden
Tobyn Sowden

“Victoria is where Redbrick was built,” said Tobyn Sowden, CEO of Redbrick. “It’s where we live, work and continue to invest. After 15 years downtown, we see Westholme as an opportunity to contribute to the next phase of growth in the city, guided by the same mindset that has shaped Redbrick from the beginning: creating lasting, meaningful impact.”

Redbrick said the project is intended to add year-round hotel accommodation to the downtown core. The company said regional planning and hospitality studies have identified a need for approximately 2,000 net new hotel rooms over the next decade, and said the proposed development would help address that demand.

Aryze is working with Redbrick on the project as development partner.

Chris Quigley
Chris Quigley

“Victoria has a real gap in hotel supply, yet this property—already zoned for hotel use—has been sitting empty for nearly a decade,” said Chris Quigley, VP of Development at Aryze. “We’re excited to be working alongside Redbrick—a fellow local B Corp who shares a strong vision for not only welcoming more visitors to our city, but delivering an exceptional landmark design that will shape our region’s future potential.”

The proposal remains in its early planning stages.

Redbrick and Aryze said they are holding preliminary discussions with nearby businesses, community members, civic leaders and neighbours before submitting future rezoning and development permit applications.

The company said it is inviting members of the public to register for project updates and future engagement opportunities as planning for the proposed development continues.

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Corby bets on ready-to-drink growth as consumer habits shift, new CEO says

Corby Spirit and Wine Ltd. photo
Corby Spirit and Wine Ltd. photo

Corby Spirit and Wine Ltd. is leaning into the fast-growing ready-to-drink beverage market while working to strengthen consumer loyalty to its Canadian whisky brands as changing drinking habits and shifting market conditions reshape the alcohol industry.

Five months into her role as chief executive, Florence Tresarrieu said the company is benefiting from long-term changes in consumer behaviour that favour convenience, portion control and premium products, trends she expects will continue rather than reverse.

“We see a massive growth in ready-to-drink, the cocktail in the cans,” Tresarrieu said in an interview. “This is growing extremely fast.”

The shift is central to Corby’s strategy because the category represents a significant share of the company’s business and continues to outpace more traditional segments of the alcohol market.

Florence Tresarrieu
Florence Tresarrieu

Tresarrieu, who joined Corby after eight years with majority shareholder Pernod Ricard, said she was drawn to the opportunity to lead an operating business after spending much of her career in finance, capital markets and investor relations.

Before joining Pernod Ricard, she spent two decades in investment banking, working in London, Asia and Dubai. She said she had been seeking an opportunity to run a business and accepted the Canadian position as soon as it was offered.

“I was super eager to be on the field and then to be running an affiliate, so a country by myself,” she said. “Putting my feet on the ground and seeing it for myself, going to the stores, and being very operational was definitely something that I was super keen on doing.”

Consumer preferences continue to evolve

Tresarrieu said Canadian consumers are following many of the same purchasing trends seen elsewhere in the world.

People are generally drinking less alcohol overall, she said, but placing greater emphasis on quality rather than quantity. At the same time, consumption is shifting away from beer and wine toward ready-to-drink beverages.

While spirits have also experienced some decline, she said the category has held up better than beer and wine.

According to Tresarrieu, consumer research points to several reasons behind the rapid growth of ready-to-drink products.

Convenience remains the primary driver, with canned cocktails offering portability and ease of consumption. She also said improvements in product quality have helped distinguish the category from earlier coolers and seltzers.

Economic pressures are also influencing purchasing decisions.

“Alcohol is not a must-have — it’s something you do to treat yourself,” she said. “People have less money, so they’re making choices.”

Portion control has also become increasingly important, she said, with consumers appreciating clearly labelled serving sizes, alcohol content and sugar levels.

For those reasons, Tresarrieu said she expects the category to remain a permanent part of the alcoholic beverage market.

“I don’t think it’s a fad,” she said. “I think lifestyle choices are something we’re seeing across the board in consumable products, not just alcohol.”

Younger consumers changing how they drink

Tresarrieu said younger consumers are often viewed as drinking substantially less than previous generations, but she believes the reality is more nuanced.

Rather than abandoning alcohol altogether, younger adults are drinking less frequently and making more deliberate purchasing decisions.

“It’s much more intentional,” she said. “They want to drink on specific occasions.”

That group also places greater emphasis on quality, convenience and knowing exactly how much they are consuming, she said.

Corby Spirit and Wine Ltd. photo
Corby Spirit and Wine Ltd. photo

Cost pressures are playing an important role as well.

Tresarrieu said younger consumers consistently identify affordability as the biggest reason for reducing wine consumption, followed by lifestyle changes and spending less time socializing in person.

“They are the ones we feel are under the most pressure because everything is getting a lot more expensive,” she said.

Those factors, she said, continue to reinforce demand for ready-to-drink products.

Canadian whisky sees boost amid trade tensions

Corby has also experienced stronger demand for its Canadian whisky portfolio during trade disruptions affecting U.S. products.

Tresarrieu said the company’s flagship Canadian whisky brands have benefited as consumers and hospitality operators shifted purchasing decisions.

She said Lot 40 recorded a 120 per cent increase in sales over the past 12 months.

“It’s not a huge brand, but the increase is very telling,” she said.

She also pointed to changing inventories in bars and restaurants, where Canadian whisky has replaced bourbon in some cases.

The company has also seen stronger sales of Jameson Irish Whiskey, she said.

Despite those gains, Tresarrieu said Corby is planning with the expectation that U.S. products will eventually return to store shelves.

“We don’t expect U.S. products to be off the shelf forever,” she said.

The company’s focus now is on converting temporary purchasing changes into longer-term customer loyalty.

“We need to build loyalty toward Canadian whisky and the portfolio, making sure it sticks.”

Florence Tresarrieu
Florence Tresarrieu

Positioning for long-term growth

Tresarrieu said Corby’s early investment in ready-to-drink beverages continues to differentiate the company within the spirits industry.

The company entered the category through an acquisition three years ago, giving it what she described as an early-mover advantage in a rapidly evolving market.

Today, she said, ready-to-drink products account for roughly 40 per cent of Corby’s revenue, while spirits generate the remaining 60 per cent.

She said the company continues to gain market share in spirits while participating in one of the industry’s fastest-growing segments.

“What is very specific with Corby… is that almost 30 per cent of our sales are in RTD,” she said, adding that the category has become a defining part of the company’s business strategy.

Looking ahead, Tresarrieu said her priority is ensuring investors and the broader market understand Corby’s position as consumer preferences continue to evolve.

“It’s a great story to tell in the spirits business, or in the alcoholic beverages business, which is a big challenge at the moment.”

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CFIB calls for Alberta small business tax relief alongside energy rebate

Andrea Piacquadio photo
Andrea Piacquadio photo

The Canadian Federation of Independent Business (CFIB) is urging the Alberta government to complement its newly announced Alberta Energy Rebate with longer-term measures aimed at reducing costs for small businesses, including cutting the province’s small business tax rate.

The business advocacy group said the government’s decision to provide direct payments to most adult Albertans may offer short-term financial relief but does not address the cost pressures affecting small businesses.

The Alberta Energy Rebate will provide direct payments tied to high energy revenues, replacing the province’s previous fuel tax relief mechanism. According to the CFIB, most adult Albertans will receive the payments under the new program.

The CFIB said the rebate may help households in the short term but argued it does little to address broader affordability challenges facing businesses and consumers.

Keyli Loeppky
Keyli Loeppky

“Small businesses understand how difficult rising costs have been for Albertans and appreciate the government’s intent to provide cash relief,” said Keyli Loeppky, Senior Director of Alberta & Interprovincial Affairs at CFIB. “However, direct payments to individuals alone won’t address the underlying challenges driving affordability concerns—especially for small firms that are being squeezed on all sides.”

The organization said a $100 rebate would represent only a small portion of the higher monthly costs many business owners continue to face.

The CFIB said small businesses continue to contend with rising expenses, including energy, insurance, operating costs and property taxes, adding that one-time payments are unlikely to change those longer-term financial pressures.

“Small firms are dealing with rising costs in energy, insurance, operating costs, and property taxes,” Loeppky added. “A one-time $100 rebate is simply a drop in the bucket compared to the sustained cost increases businesses are absorbing every month. Without targeted relief, these pressures will continue to limit their ability to invest, grow, and keep prices down for consumers.”

The organization also pointed to concerns raised by economists about broad-based cash payments, saying such measures risk sustaining inflation by increasing demand without addressing underlying cost drivers in the economy.

CFIB is calling on the Alberta government to adopt measures that directly reduce the cost of doing business. Among its recommendations are lowering the province’s small business tax rate and increasing the income threshold at which the rate applies.

The organization said reducing Alberta’s small business tax rate to zero would have less than a one per cent impact on provincial government revenue, estimating the effect at 0.42 per cent.

The CFIB said Alberta’s fiscal position provides an opportunity to implement longer-term tax measures that it believes would better support small businesses than one-time rebate payments.

“Short-term cash might feel good today, but it won’t keep a business open tomorrow,” concluded Loeppky. “Alberta has the fiscal room to do more than short-term fixes. Cutting the small business tax rate is the most direct way to support jobs, investment, and long-term affordability.”

The CFIB represents 103,000 small and medium-sized businesses across Canada, including 11,000 in Alberta.

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Pinterest unveils new AI advertising tools as search shifts to conversational discovery

Pinterest photo
Pinterest photo

Artificial Intelligence (AI) is reshaping how people search and decide, moving the industry past the search-and-click model toward a conversational and generative future.  Ahead of the recent Cannes Lions, a gathering of the creative marketing communications industry, Pinterest rolled out a new set of AI ad tools focused on three things marketers care about right now: performance, workflow efficiency, and interoperability. 

The launch included:

  • Business Assistant, a new AI collaborator in Ads Manager (US Beta for now).
  • Pinterest Model Context Protocol (MCP), an AI-native infrastructure layer that connects Pinterest campaign, analytics, and keyword insights to the copilots and agentic tools advertisers and partners already use. Available to select partners globally.
  • New Performance+ creative, a new AI model that can evaluate a broader set of creatives and identify the variant most likely to perform for each ad impression. Available globally.
  • Ask Pinterest, is a new experimental app for exploring more conversational, visual-first and agentic shopping experiences (US only).

Taken together, the company said the updates reflect a broader push by the platform to embed AI across campaign management, creative, partner workflows, and discovery surfaces as the industry moves beyond traditional search. 

Pinterest photo
Pinterest photo
Lee Brown
Lee Brown

“The future of discovery won’t be driven by keywords alone. It will be shaped by context, taste, and trusted recommendations,” said Lee Brown, Chief Business Officer, Pinterest. “Pinterest has a unique advantage because people come to our platform to plan, curate and take action on what they want to do next. We’re building AI experiences and infrastructure that tap into those signals in more useful and relevant ways.”

The brand said it is building AI into advertiser workflows with Business Assistant, an AI collaborator in Ads Manager and mobile, currently in a closed beta in the US. It combines a deep understanding of an advertiser’s business with Pinterest’s platform insights to help advertisers drive the best performance, building on the approach pioneered by Pinterest Assistant.

“Like Pinterest, Business Assistant is visual. It doesn’t answer with walls of text, but demonstrates breakout Trends in graphs and shows top Pins to promote. For example, if “clean beauty routine” searches are up 42% one week and an advertiser wants to join in, Business Assistant can represent how user interest grew, alongside real Pins leading the Trend to inspire their ads,” said the platform.

“We’ve also brought Business Assistant to mobile, so advertisers get proactive notifications about Trends, performance status and optimization opportunities.”

The platform said it is also embedding AI into partner tools with Pinterest MCP (Model Context Protocol), an AI-native infrastructure that connects Pinterest to the copilots and agentic tools advertisers rely on. 

“As AI transforms marketing, partners need a reliable, standardized integration. Built on the Model Context Protocol, Pinterest’s offering provides secure access to campaign, analytics and keyword insights. It grounds AI workflows in Pinterest’s unique signals including taste, trends and intent, allowing partner copilots to provide platform-specific guidance directly within existing tools,” it said. 

Pinterest photo
Pinterest photo

The company said it is evolving Pinterest MCP alongside alpha partners like PMG, Pacvue, Innovid by Mediaocean and Omnicom’s Jump450. Their feedback is shaping the protocol across reporting, analysis, campaign planning and execution, directly informing how we expand in the future.

Chris Ivey
Chris Ivey

“Pinterest MCP helps us integrate Pinterest directly into the workflows our teams are already building, making it easier to analyze performance, uncover insights and act on opportunities without switching tools,” said Chris Ivey, President of Jump 450. “What makes Pinterest especially compelling is the strength of its intent signals. People come to Pinterest to plan what they want to do next, creating valuable context that helps marketers make smarter decisions.”

It said it is introducing a new AI model to work with Pinterest Performance+ creative to deliver the right variation at the right moment.

“Through dynamic creative selection, the model can evaluate a broader set of creatives and identify the variant most likely to perform for each ad impression. This moves performance optimization from the ad level to the asset level, delivering a more personalized experience for users and better results for advertisers. In testing, the new model increased click volume by 7.5% compared to the previous singular variant model. Pinterest Performance+ creative and its new AI model are available to advertisers globally, “ it said. 

“In addition to a more powerful creative selection model, brands will also have access to new ad review tools and enhanced creative reporting breakouts, giving them greater confidence in how their creative appears and performs on Pinterest.”

Pinterest photo
Pinterest photo

Rolling out in the US, it said Ask Pinterest is a new experimental app for exploring more conversational, visual-first and agentic shopping experiences.

Ask Pinterest brings Pinterest’s Taste Graph and the visual discovery experience beyond the core app, using the company’s proprietary signals around taste, intent and preferences to power more personalized recommendations and inspiration, it noted.

“Ask Pinterest is designed for more conversational, complex, multi-step decisions that don’t fit neatly into a single search, like planning a dinner party on a budget, finding a gift that feels truly personal, or furnishing a room over time. The experience helps us explore how AI can better support those richer shopping experiences while retaining context across sessions.

“What we learn from Ask Pinterest will help inform future AI-powered experiences across the main app.”

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Daily Synopsis: Jun 26, 2026

Welcome to the Daily Synopsis by Retail Insider. We published articles covering notable developments in Canadian retail spanning new store openings, event impacts, and supply chain challenges.

Flying Tiger Copenhagen opened its first Canadian store at CF Toronto Eaton Centre and began a five-location rollout across the Greater Toronto Area, offering Danish-designed affordable products and diverse shopping experiences. Meanwhile, a new Toronto restaurant plans to launch a build-your-own pho concept this September, allowing customers to customize broths, proteins, and toppings, aiming to modernize Vietnamese cuisine for quick-service dining trends.

The Calgary Stampede was credited with an 18% increase in local business spending in 2025, with restaurants seeing nearly a 29% boost, reflecting its economic influence on retail and hospitality sectors. Retail inventory management stress has surged as tariffs, TikTok-driven trends, and underused AI complicate planning processes, with 75% of professionals affected and many turning to scenario planning and flexible supply chains to adapt.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

Investing in Your Coastal Sanctuary

Your vision doesn’t come to life without a team that can steer you through the intricacies of a premium property market. If you are ready to start looking into the options of owning your own piece of this beautiful region, working with experienced Cabo real estate agents will give you the clarity and security you need. These experts, armed with their comprehensive knowledge of the local landscape, can steer you to opportunities that align with your lifestyle goals, whether you’re looking for a tranquil retirement retreat, a family vacation destination, or a strategic investment. They’re in tune with today’s market gyrations and new neighborhoods, so they’re your essential partners to carry the load of negotiations off your back and keep your priorities front and center from start to finish.

The best way to realize the dream of living on the coast is in homes that offer architectural beauty and unmatched access to the natural environment. For many buyers, the ultimate expression of this lifestyle is found in the sophisticated estates that sit within gated communities offering exclusivity and high-end services. The current selection of Palmilla beach homes for sale carries a certain prestige, as these properties always offer the perfect mix of indoor-outdoor living, refined design and access to the pristine beachfront that sets the region apart. Living in such a prestigious neighborhood means becoming part of a community that values privacy, security and the preservation of nature, creating an asset for you and your family to enjoy for generations to come.

Defining Your Dream Property

It is helpful to define the key elements of your dream home before you begin your search. Look beyond the number of bedrooms and consider the experience you want to create. Do you need a lot of space to accommodate your family or do you prefer a more intimate space that’s comfortable and easy to maintain? Think about the amenities that improve your day-to-day living, whether it’s a chef’s kitchen, infinity pools that disappear into the horizon, or climate-controlled storage for your art and possessions. Each property in this region has its own personality and by identifying your ‘must-haves’, your team will be able to narrow down the options to those that complement your personal aesthetic and functional needs.

Adopting the Local Lifestyle

Possession in this part of the world goes well beyond the four walls of your house. It’s about joining a vibrant culture and a community of like-minded people who enjoy the slower pace of life the coast offers. The lifestyle here is all about enjoying fresh local food and being involved in community social events, all geared towards relaxation and connection. If you are thinking about buying, think about the lifestyle amenities of that particular community, such as private beach clubs, fitness centers or being close to world-class dining. If you choose a home that matches your social and recreational interests, then you can be sure that your investment will give you a complete and fulfilling daily experience.

Securing Your Transaction

Transactions involving high-value properties are complex legal and financial exercises that require expert attention. While your team is doing the due diligence necessary to protect your interests, you should be enjoying the excitement of the acquisition. That includes title checks, full structural inspections and confirmation of all necessary permits. You can relax knowing that working with experts in these types of transactions means that every detail from the initial offer to the final closing is handled with transparency and professionalism. This hard work creates a solid foundation for your ownership so that you can feel totally confident settling into your new home.

E-Commerce Brands Do Not Need Prettier Apps – They Need UX That Removes Buying Anxiety

Most enterprise commerce teams have already redesigned their apps more than once. The interface looks current, the homepage carries campaign assets, and the product pages follow the brand system. Yet checkout still leaks revenue, repeat purchase rates flatten, and customer experience teams keep seeing the same complaints.

The issue does not sit in surface polish. It sits in buying anxiety.

When a shopper hesitates, the app has failed to answer a practical question. Will this fit? Can it arrive on time? Is the return simple? Is the price final? Is this payment flow safe? Strong UI UX design reduces that uncertainty before the shopper reaches the final step.

Baymard’s current cart abandonment benchmark sits near 70 percent. Its 2025 checkout benchmark also shows that most desktop and mobile checkout flows still perform at a mediocre level or worse. For large retailers, those numbers do not signal a design trend. They signal trapped revenue.

Buying Anxiety Is A Product Systems Issue

A customer does not separate design, inventory, payment, loyalty, and fulfillment. The customer sees one promise. If the app breaks that promise at any point, anxiety rises.

This makes UX a platform issue. A checkout badge cannot compensate for unclear delivery logic. A clean product card cannot offset weak search relevance. A faster page cannot fix a return policy hidden behind five taps.

For VPs of Engineering and Digital Platforms, the goal is not a prettier commerce layer. The goal is to remove decision friction across the journey. That requires UX, architecture, data, and operations to work from one customer risk model.

High-performing E-commerce teams map the moments where shoppers pause. They connect those pauses to data gaps, service rules, page performance, payment coverage, merchandising logic, and support content. The app then becomes a confidence system instead of a visual catalog.

What Enterprise Teams Need To Fix First

The first target is clarity. Customers need total cost, delivery windows, return rules, stock status, and payment options before they commit. Many commerce apps still reveal key information late, which forces users to calculate risk on their own.

The second target is continuity. Enterprise brands often run web, app, CRM, loyalty, OMS, and customer support workstreams with separate owners. Each team optimizes its own surface. The customer experiences the gaps.

The third target is speed with context. Performance matters, but speed alone does not remove hesitation. A page that loads fast and presents weak product evidence still loses buyers. Reviews, sizing, availability, warranty, delivery, and service content need the same engineering discipline as page load time.

The fourth target is measurable trust. Teams should measure where users hesitate, retry, exit, contact support, edit carts, or switch payment methods. These signals show where anxiety enters the flow.

5 UX Centered Commerce Engineering Partners To Watch In The USA For 2026 And 2027

1. GeekyAnts

GeekyAnts is an AI-Powered Digital Product Engineering & Consulting Company. For commerce leaders, its relevance sits in the mix of UX strategy, mobile commerce, product engineering, AI systems, and enterprise modernization. The company fits teams that need design systems, app modernization, checkout improvements, and platform scale under one roadmap.

Clutch rating: 4.8 with 115 reviews. Address: GeekyAnts Inc, 315 Montgomery Street, 9th and 10th floors, San Francisco, CA, 94104, USA. Phone: +1 845 534 6825. Email: info@geekyants.com. Website: www.geekyants.com/en-us.

2. BlueLabel

BlueLabel works across product strategy, UX, mobile apps, custom software, and AI-enabled digital products. Its relevance for commerce teams comes from product discovery, validation, and full-cycle app delivery, where user confidence affects purchase flow. It can suit teams that need clearer customer journeys before they invest in build cycles.

Clutch rating: 4.7 with 69 reviews. Address: 18 West 18th Street, New York, NY 10011, USA. Phone: +1 206 651 4244. Email: contact@bluelabellabs.com. Website: www.bluelabellabs.com.

3. Simpalm

Simpalm focuses on mobile apps, web platforms, UI UX design, SaaS products, and digital product delivery for US organizations. Its commerce relevance sits in mobile-first journeys, web portals, and application builds where purchase flow needs clear navigation and stable execution. It can support midmarket and enterprise teams that need compact delivery teams across design and development.

Clutch rating: 4.9 with 64 reviews. Address: 11821 Parklawn Drive, Suite 130, Rockville, MD 20852, USA. Phone: +1 301 541 3076.

4. Atomic Object

Atomic Object provides custom software design and development across web, mobile, desktop, cloud, and connected products. Commerce teams can consider it when legacy systems, internal tools, or complex workflows affect the customer experience. Its fit increases when UX debt comes from platform complexity rather than screen design alone.

Clutch rating: 4.9 with 49 reviews. Address: 1034 Wealthy Street SE, Grand Rapids, MI 49506, USA. Phone: +1 616 776 6020.

5. thoughtbot

thoughtbot brings product design, web development, mobile development, cloud consulting, and technical advisory work. Its relevance lies in helping teams clarify product direction, improve user flows, and strengthen engineering practices around digital products. Commerce teams with internal engineering groups may find value in its process-oriented model and collaborative product work.

Clutch rating: 4.9 with 39 reviews. Address: 228 Park Ave S, PMB 19298, New York, NY 10003, USA. Phone: +1 877 976 2687

The Practical Path Forward

Commerce leaders do not need another app refresh that wins internal approval and misses the revenue target. They need a sharper view of where customers feel risk and where platform decisions create that risk.

The useful question is simple. Where does the shopper lose confidence, and which team owns the cause? Sometimes the answer sits in design. Sometimes it sits in payment orchestration, delivery data, search quality, product content, or release governance.

A focused consultation can expose those gaps faster than a broad redesign plan. The right discussion starts with funnel evidence, support data, analytics, and current architecture. From there, teams can decide whether they need UX research, checkout repair, design system cleanup, commerce app modernization, or deeper platform work.

Final Thoughts

Buying anxiety has become one of the clearest growth blockers in digital commerce. Customers still want speed and visual quality, but they abandon flows when the app leaves practical doubts unresolved. 

Enterprise teams should treat UX as a revenue control system that spans design, engineering, data, fulfillment, and support. When leaders reduce uncertainty at each step, the buying journey feels safer, decisions move faster, and conversion work becomes less dependent on discounts or campaign pressure.