Square One shopping centre in Mississauga, Ontario. Photo: Oxford Properties
As Canada’s economy shows signs of stabilizing with easing inflation and potential rate cuts, the retail sector is navigating a mix of opportunities and challenges, says an executive for real estate company Colliers.
While consumers remain cautious, there are notable shifts in the market – from booming categories like food and beverage to challenges such as declining employment and spending in certain segments. These trends reflect the evolving dynamics shaping the retail industry.
“Retail sales are not dropping but they haven’t really gone up and then we’re seeing these stories about the government is really going to pull back on immigration. They’ve kind of gone too far, they have to reduce it in the next couple years. That all sounds negative, but I just went to this big industry conference and on the investment side retail is kind of rocking and rolling.
“There’s a lot of interest in retail. There’ve been a lot of deals. There’ve been a lot of major enclosed malls sold . . . Altus does this investment survey, what do you want to buy? What do you want to sell? And the number one thing people wanted to buy wasn’t apartments, it wasn’t suburban warehouses. It was grocery-anchored retail because it’s just seen as risk-free. There’s no downside. You have a tenant who’s going to be there forever. You’re going to be fully leased all the time.”
Jacobs said that on the investment side people seem pretty positive on retail.
“The thing about retail is we kind of don’t build it anymore. It takes so much land that it’s so expensive. If you have an existing asset, then there’s no competition. Nobody’s going build a better mall right down the road from you, and then you lose a lot of value. If you have one right now, you’re sitting there, you’re looking at a growing population, and even if retail sales are flat, you’re still in a pretty good situation,” added Jacobs.
Jacobs said there are some positive things happening like inflation coming down.
Foot traffic healthy in Canadian shopping centres
The food and beverage industry is one segment of the retail sector that is thriving with more restaurants opening and more brands coming to Canada. The foot traffic for coffee shops, donuts, pizza, burger joints is up for all of those.
Jacobs said much of the recent population growth in Canada has been young people, fueling the growth in the food and beverage industry.
And while online retail sales have grown in recent years, suggesting physical stores might be in trouble, that’s not happened.
“The death of the mall was way overstated and it’s certainly back,” said Jacobs.
“There’s more people walking in the mall and coming through the door and maybe they’re not spending quite as much . . . . but if you’re a retailer it still translates to sales and interest. The thing we’re kind of keeping an eye on is there have been all these announcements about we’re really going pull back on immigration and I completely understand why in terms of it’s causing a strain on infrastructure and healthcare and all the traffic and everything but we’ve gotten pretty used to the population just grows gradually and so that if you’re in grocery or food it’s just like every year I wake up and there’s more customers and more people who need me. And it’ll be interesting to see what happens when that maybe stalls for a while.”
Artificial Intelligence (AI) and retail. Image: redresscompliance.com
Consumer trust has slipped to a record low with 81% of Canadian consumers trusting companies less than they did a year ago, according to Salesforce.
With Salesforce predicting $19.78 billion in sales for November and December in Canada (+2% year-over-year), retailers need to understand the Canadian shopping mindset to deepen loyalty and drive more sales.
AI has the potential to bridge this trust gap. In fact, 66% of Canadian consumers believe that advances in AI make trust even more important. There’s an opportunity for brands to win consumers back.
A new Salesforce report says over half of all generations are comfortable with AI agents creating more personalized shopping for them and 25% of Canadian consumers – slightly more among millennials [28%] – would work with an AI agent instead of a person if it meant they would receive faster service.
“We believe that Cyber Week sales will reach $311 billion accounting for 23 per cent of the purchases in this year. And $61 billion of those sales are going to be impacted by AI. So, AI and agents will influence, I believe, about 19 per cent of the orders,” he said.
“Technology, specifically agentic AI, it’s not just offering people and businesses tools for humans to do the work. The technology is providing intelligence and frankly, scalable digital labor that performs the work autonomously. So this is a really important inflection point in terms of AI and why consumers perhaps understand the power of it.
“Instead of having to wait for human input. How long are you waiting on a call or a chat or whatever the channel is waiting for a human to respond to you for a service inquiry, agents can now analyze the information, make decisions, take actions and do all of that independently from us and then adapt and learn as they go.”
Here are some key highlights of the Salesforce global study of more than 15,000 consumers, including 1,004 consumers in Canada.
Nearly one third (30%) of Canadian consumers would work with an AI agent instead of a person to avoid repeating themselves.
Transparency is key: 73% of Canadian consumers want to know if they’re communicating with an AI agent.
The opportunity is greatest among millennials in Canada: 24% of Millennial consumers say they’d be comfortable having an AI agent shop for them, compared to Gen Z (17%), Gen X (16%) and baby boomers (12%).
49% of Canadian consumers say poor customer service experience will stop them from making a repeat purchase from a company.
38% of Canadian consumers say that inconvenience, such as a difficult return process or clunky purchase experience, will cause brands to lose them.
65% of Canadian consumers prefer using fewer touchpoints to get information or complete a task.
Afshar said digital agents are responding to people in real time. They are monitoring stock levels. They’re looking at reordering inventory, coordinating with shipping providers and they’re doing all of this without human intervention.
Consumers are experiencing this.
The most indispensable apps that they have are powered by AI.
Consumers expect value at the speed of need
He said digital natives expect value at the speed of need and businesses need to recognize that they don’t get to dictate the speed it’s the customers.
“There’s a real opportunity for companies to win back the trust. This is the lowest trust we’ve recorded in the survey in eight years of doing this research. And Canadians have a higher expectation than the globe. 81 percent of the Canadian consumers have less trust for companies than they had a year ago. Globally, that number is 72. So Canadian consumers are almost 10 points more dissatisfied with trust and 72 per cent of the Canadian consumers feel companies are reckless with the customer data. Globally, that number is 65. So, almost in every dimension, the Canadian results stood more of an expectation than the rest of the globe,” added Afshar.
“That’s something to take note of. I thought that was interesting. Now, it doesn’t surprise me. Canada’s consistently ranked the smartest country in the world. I think 60 per cent of adults have college degrees. That’s number one in the world, if I’m not mistaken. And you also have 92 per cent internet connectivity. I think the U. S. is 89 per cent.. So you’re the most intelligent, most connected.”
Research found that 30 per cent of Canadian consumers would work with an AI agent instead of a person just to avoid repeating themselves.
“This is very new technology and yet one in three Canadians already prefer to work with the agent versus a person. A quarter of the Canadian consumers, and slightly more if you’re a millennial, there was a 28 per cent if you’re a millennial, would work with an AI agent instead of a person if it meant they would receive faster service,” he explained.
“In a hyper connected, knowledge sharing economy, especially Canadian economy, the most connected, the smartest and pioneers in AI, I would say that delivering value at the speed of need matters and the currencies that matter for business leaders is speed, it’s scale, it’s personalization, it’s intelligence, and ultimately shared success I would say is an important core value. You as a company have to make sure your customers are winning. You’re giving them back time, you’re giving them back convenience, you’re giving them back value, And you’re doing that based on their expectations.”
The Mastercard Economics Institute (MEI) has released its global outlook report for 2025 – highlighting what’s trending for consumers, what matters regionally, and what themes connect globally.
Key highlights for the Canadian economy include:
Moderate Economic Growth: MEI forecasts Canada’s real GDP growth to increase modestly to 1.8% in 2025, up from 1.6% in 2024;
Impact of Interest Rates: With the Bank of Canada (BOC) expected to continue cutting interest rates, reaching 2.75% by April 2025, the relief from high debt payments should help alleviate household financial stress, improve job growth, and stimulate consumer spending;
Tax Relief and Business Investment: Recently announced tax-relief measures are expected to support consumption growth in early 2025;
Population Growth Trends: Slower population growth may dampen overall economic activity, but it could also help reduce shelter inflation and support real wage growth, providing a boost to consumer purchasing power.
“In 2025, MEI expects the Canadian economy to grow at a moderate pace as the benefits of lower interest rates and easing inflation offset the effects of slower population growth,” said the report.
“Lower interest rates should alleviate household stress by reducing the burden of debt payments outpacing income growth. The economic trajectory differs across provinces, driven by housing conditions.”
“MEI expects that recently announced tax-relief measures will boost consumption growth in the first half of 2025. Lower rates are expected to promote job growth, stimulate consumer spending and revive activity in the housing market. Business investment is also likely to rise, supported by lower interest rates and the anticipated pickup in economic growth.
“However, MEI expects these tailwinds to be partially offset by elevated debt burdens, slower population growth and heightened policy uncertainty. Notably, Canada’s GDP per capita has declined, signaling underlying economic challenges.”
The report said the housing market remains a focal point due to the strain from elevated household debt.
“With debt payments outpacing income growth, consumers continue to feel the squeeze of past interest rate hikes. MEI’s analysis of SpendingPulse insights, which track in-store and online retail sales across all payment methods, reveals robust consumer spending growth per capita in Quebec and the Maritimes between the first half of 2022 and the first half of 2024, contrasting with softness in BC and Ontario,” said the report.
“This divergence stems from lower household debt-to-income ratios in Quebec and the Maritimes, while higher home prices in BC and Ontario have led to sharper increases in mortgage payments. Although lower rates should boost consumer spending overall, not all households will benefit equally. Consumers with five-year fixed rate mortgages renewing in 2025 will likely face higher debt payments, further limiting their spending power.
“Beyond monitoring potential shifts in trade policy with the U.S., Canada’s largest trading partner, MEI is focused on population growth trends. While a slowdown in population growth may weigh on aggregate economic growth, it could also reduce pressure on shelter inflation. This would support continued real wage growth, boosting consumer purchasing power.”
With Uber One, Canadians can now enjoy $0 Delivery Fees and five per cent off eligible McDonald’s orders from more than 1,300 locations across Canada, according to a news release.
Lola Kassim
“Our expanded partnership with McDonald’s is a double win for Uber One members and McDonald’s lovers alike,” said Lola Kassim, General Manager of Uber Eats in Canada. “With Uber One, Canadians can go anywhere, get anything, and save along the way through Canada’s number one delivery platform. Now, Uber One members across the country can enjoy even more value while satisfying their cravings.”
Dan Logan
“McDonald’s has always been the go-to destination for great-tasting, affordable food and we’re committed to bringing Canadians even more ways to save on their favourite menu items every day,” said Dan Logan, Head of Delivery, McDonald’s Canada. “Through our partnership with Uber Eats, we’re giving Uber One members more opportunities to get the food they love delivered at prices that hit the spot.”
The news release said Uber One is a unique membership program that provides Canadians with a range of benefits, including savings on rides and orders. For $9.99 per month, members enjoy $0 Delivery Fees and five per cent off orders of $15 or more from eligible restaurants, as well as discounts on eligible grocery and non-restaurant store orders with a minimum purchase of $40.
The company said its mission is to create opportunity through movement. Co-founded by Calgary entrepreneur Garrett Camp, it started in 2010 to solve a simple problem: how do you get access to a ride at the touch of a button? More than 52 billion trips later, the company is building products to get people closer to where they want to be. By changing how people, food, and things move through cities, Uber and Uber Eats open up the world to new possibilities.
In 1967, Canadians welcomed the first McDonald’s restaurant to Richmond, British Columbia. Today, McDonald’s Restaurants of Canada Limited serves close to three million guests every day. In both franchised and corporate-owned restaurants, nearly 100,000 people are employed from coast-to-coast, and more than 90 per cent of McDonald’s 1,400 Canadian restaurants are locally owned and operated by independent franchisees. Of the almost $1 billion spent on food, more than 85 per cent is purchased from suppliers in Canada.
Holt Renfrew at 50 Bloor St W in Toronto. Photo: Craig Patterson
After nearly a decade apart, Holt Renfrew has brought its menswear department back to its flagship store at 50 Bloor Street West in Toronto. This marks a significant milestone, ending the chapter of the standalone men’s store at 100 Bloor Street West, which opened in 2014.
Sebastian Picardo, President and CEO of Holt Renfrew, highlighted the importance of this decision: “The new ON3 space transforms the Bloor Street flagship into a true one-stop shop,” he explained. “It’s not just about shopping—it’s about creating connections between style, culture, and community.”
ON3: A New Vision for Inclusivity and Design
Holt Renfrew CEO Sebastian Picardo at Holt Renfrew Calgary (Image: Mario Toneguzzi)
The third floor of Holt Renfrew, now branded as ON3, is a bold reimagining of luxury retail. Designed by Studio Paolo Ferrari in collaboration with Gensler, ON3 blends menswear and womenswear in a unified, fluid shopping experience. The design emphasizes warmth, inclusivity, and self-expression, while incorporating sustainable elements throughout the space.
“We wanted to create something that feels quintessentially Canadian but also globally relevant,” said Paolo Ferrari. “The ON3 floor reflects our commitment to balancing boldness with warmth, creating a space that’s as inviting as it is innovative.”
Key features of the ON3 floor include distinct zones for men’s and women’s fashion, the Denim Lab where both collections are displayed together, and interactive installations that enhance the shopping experience.
Paolo Ferrari, Founder of Studio Paolo Ferrari
Details About Key Brand Offerings
ON3 features a carefully curated selection of luxury and contemporary brands designed to cater to a broad range of customers. The new men’s department includes luxury labels like The Row, Loewe, Rick Owens and Givenchy, as well as contemporary favourites such as Theory, Frame, and Vince. Tailoring services, led by Canadian brand Jack Victor, are a cornerstone of the department, offering bespoke pieces for discerning customers. And unlike other Holt Renfrew stores, the new Bloor men’s department lacks brand hard-shop concessions, instead focusing on retail.
Picardo underscored the importance of appealing to different price points and tastes: “Our customers want variety—they’re looking for extraordinary brands that are both aspirational and accessible. SKIMS is one such example, offering inclusive sizing and design that resonates with today’s shoppers.”
SKIMS, which recently launched its men’s line exclusively at Holt Renfrew in Canada, has become a standout brand on ON3. Alongside SKIMS, the floor includes the H Project, featuring sustainable and socially responsible products, and the popular women’s contemporary lines from brands such as Alexander Wang and Ganni.
Sign leading to the third floor of Holt Renfrew at 50 Bloor St W in Toronto. Photo: Craig PattersonON3 ribbon cutting, left-to-right. Xia Vanisouvong, Assistant General Manager, Holt Renfrew Bloor Street. Sebastian Picardo, President, and CEO, Holt Renfrew. And Ralph Roach, Divisional Vice President, General Manager, Holt Renfrew Bloor Street. Photo: Holt Renfrew
Creating Magnetic Moments in Retail
ON3 is designed to be more than just a retail space—it’s an experience. From the cobalt blue shoe section to the serene wood-panelled walls, every detail invites exploration. The use of contrasting elements, described by Ferrari as “radical balance,” creates a sense of discovery and energy.
“Customers don’t just want to shop—they want to feel something,” said Tse. “ON3 is about creating those magnetic moments that draw people in and keep them coming back.”
Interactive elements, such as the Denim Lab and digital displays, add layers of engagement, while modular fixtures ensure the space remains dynamic and adaptable for future activations.
Men’s accessories, jewellery and sunglasses ON3 at Holt Renfrew, 50 Bloor St W in Toronto. Photo: Holt RenfrewMen’s footwear area ON3 at Holt Renfrew, 50 Bloor St W in Toronto. Photo: Holt Renfrew
Holiday and Seasonal Activations
To celebrate the ON3 launch, Holt Renfrew introduced a series of seasonal pop-ups and events designed to captivate shoppers during the holiday season. The Louis Vuitton Men’s pop-up, located in a prime space on ON3, showcases the brand’s latest collections, blending timeless luxury with contemporary appeal.
Allan Tse, VP of Experience Design at Holt Renfrew
The Better Gift Shop installation adds a unique, Toronto-inspired touch to the holiday shopping experience. This collaboration with a local retailer emphasizes Holt Renfrew’s dedication to celebrating community talent. A Johnny Walker bar, aptly named “Aisle Chalet,” will round out the activations, offering a cozy, festive retreat for shoppers.
“These activations bring energy to the store and give our community a reason to visit again and again,” said Allan Tse, VP of Experience Design. “Our goal is to create a space where every visit feels like a new discovery.”
Holiday programming on ON3 will continue through the end of January, featuring exclusive events, live music, and curated product drops, ensuring a dynamic experience throughout the season.
Men’s grooming and fragrances ON3 at Holt Renfrew, 50 Bloor St W in Toronto. Photo: Holt RenfrewBetter Gift Shop pop-up ON3 at Holt Renfrew, 50 Bloor St W in Toronto. Photo: Holt Renfrew
Behind-the-Scenes of ON3 Construction
The transformation of the third floor into ON3 was no small feat. The renovation took several months, involving complex logistical planning to ensure minimal disruption to the flagship’s operations. Sustainability was a priority at every stage, with Holt Renfrew adhering to its Greenbuild Guidelines to reduce environmental impact.
“We preserved the original travertine flooring to minimize construction waste and integrated energy-efficient lighting and HVAC systems,” explained Picardo. “Even the smallest details, like water-refilling stations, were part of our commitment to sustainability.”
Paolo Ferrari’s team embraced challenges as opportunities for innovation. The skylight, a dramatic focal point of ON3, required cutting through a concrete slab—a bold move that now floods the space with natural light. “This skylight will last for decades,” said Tse. “It’s a testament to our belief in creating timeless, sustainable design.”
Art and craftsmanship were also central to the project. Canadian artists like Liz Pead and Dahae Song collaborated on installations that reflect the country’s landscapes and culture. Pead’s textile-based artwork, made with upcycled fabrics, adds texture and meaning to the men’s accessories area, while Song’s Tobermory-inspired mural incorporates natural soil into the paint for an authentic touch.
Men’s Studio area ON3 at Holt Renfrew, 50 Bloor St W in Toronto. Photo: Holt Renfrew Men’s designer area ON3 in Holt Renfrew at 50 Bloor St W in Toronto. Photo: Craig Patterson
Spotlight on Inclusivity Efforts
Inclusivity is a defining feature of ON3, evident in both the design and customer experience. The layout includes a mix of private and social fitting rooms to cater to diverse preferences. Gender-neutral washrooms reflect modern design sensibilities, ensuring all visitors feel welcome.
“We thought about every detail, not just what’s in front of customers but also what’s behind the scenes,” said Picardo. “Inclusivity isn’t just a value for us—it’s the foundation of how we design our spaces.”
Holt Renfrew’s focus on inclusivity extends to its product offerings. The store is committed to representing a diverse range of brands and price points, ensuring customers from all walks of life can find something extraordinary.
H-Project area on the renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew. Women’s contemporary area on the renovated third floor, ON3, of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew. Denim area at the centre of the newly renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew.
Insights on Holt Renfrew’s Long-Term Strategy
The ON3 renovation is part of Holt Renfrew’s broader strategy to transition from a “house of brands” to a “branded house.” This shift emphasizes the Holt Renfrew identity as a unifying force across its luxury offerings. Picardo described the strategy as a way to deepen customer loyalty and differentiate the brand in an increasingly competitive market.
“Our mission is to empower self-expression and ignite positive change,” Picardo explained. “Through ON3, we’re creating spaces that reflect our values while inspiring our customers and community.”
This vision aligns with global trends in luxury retail, where experiential shopping and sustainability are becoming key differentiators. Holt Renfrew’s focus on art, culture, and environmental responsibility positions it as a leader in this evolving landscape.
Holt Renfrew at 50 Bloor St W in Toronto. Photo: Craig PattersonFormer Holt Renfrew Men at 100 Bloor St W in Toronto. Photo: Craig Patterson
Former Men’s Store Closed Last Week
Holt Renfrew officially vacated its former men’s store at 100 Bloor Street West last week, coinciding with the launch of the new men’s department ON3 within the flagship store at 50 Bloor Street West. Before the standalone men’s store opened in 2014, Holt Renfrew’s men’s department had been located in the main flagship store from 1979 to 2014.
The two-level, 16,500-square-foot space at 100 Bloor Street West previously housed a Roots flagship store before Holt Renfrew took over. Recently listed for lease by JLL, the space has attracted interest from several high-profile brands, including Apple and Louis Vuitton, according to industry sources.
Inside the former Holt Renfrew Men at 100 Bloor St W in Toronto, December 2024. Photo: Craig PattersonCentral display ON3 in Holt Renfrew at 50 Bloor St W in Toronto. Photo: Craig Patterson
The Future of Holt Renfrew’s Stores Following ON3’s Launch
The success of ON3 is just the beginning for Holt Renfrew. The company plans to apply insights from this project to its other locations, ensuring the brand continues to evolve with its customers. Picardo hinted at upcoming collaborations, new brand partnerships, and additional store updates.
“We’re excited about what’s next,” said Picardo. “ON3 is a blueprint for the future of Holt Renfrew—a future that’s inclusive, sustainable, and deeply connected to our community.”
Louis Vuitton men’s pop-up ON3 at Holt Renfrew at 50 Bloor St W in Toronto. Photo: Craig Patterson
KaseMe store in Trois Riviers, Quebec. Photo: KaseMe
KaseMe, the popular phone case brand founded in 2016 by William Giroux and Gabriel Bolduc, is making waves in Canadian retail with its unique approach to customization and in-store experiences. What began as a humble e-commerce operation born out of a cottage basement has quickly grown into a thriving business with four stores in Quebec and ambitious plans to expand nationally.
“We started the brand in 2016,” says co-founder William Giroux. “It was 90 percent e-commerce at first, selling directly to consumers, and the other 10 percent was B2B. We were making custom phone cases with logos and branding for big and small companies – the Montreal Canadiens, Desjardins, and others.”
William Giroux, co-founder of KaseMe
KaseMe’s growth was rooted in digital momentum. Leveraging social media platforms like Instagram and TikTok, the company quickly built a loyal following. By 2020, the COVID-19 pandemic brought unexpected opportunities. “Our customers started asking us: ‘Are you guys going to open a store someday?’” Giroux recalls.
That year, KaseMe tested the waters with a four-day pop-up shop in Quebec City. The response was nothing short of extraordinary. “There was a line of 150 people waiting to buy phone cases. It was super crazy,” he says. This experiment revealed the brand’s potential for physical retail, a step they hadn’t initially envisioned.
Building a Unique Retail Experience
In 2022, KaseMe opened its first store in Laurier Québec, followed by a location at Galeries de la Capitale in 2023. Most recently, the brand launched stores in Trois-Rivières and Chicoutimi. “We’ve got four stores now, but we’re planning to open four more in 2025 and another four in 2026,” Giroux explains, hinting at expansion outside Quebec.
The key to KaseMe’s success lies in its innovative retail model. Each store integrates “just-in-time production,” offering customers live customization. “You can walk into the store, scan a QR code, upload a photo from your phone, and customize your case on the spot,” says Giroux.
He describes the technology as a game-changer. “We designed and trademarked our machine – the KaseMe NanoPress – for sublimation printing. It’s all done in the back of the store. Once the customer clicks ‘complete,’ it’s ready in 10 minutes. We even send an SMS so they can keep shopping while it’s made.”
This experience, combined with their robust online presence, has created a powerful omnichannel strategy. Giroux notes, “Sixty-five to seventy percent of our in-store customers are new. They’ve never bought from us before, but many will shop online afterward. It’s expanding our customer base in ways we couldn’t achieve through e-commerce alone.”
KaseMe store in Trois Riviers, Quebec. Photo: KaseMe
Plans to Expand Beyond Quebec
KaseMe’s next challenge will be entering markets outside Quebec. “We’re looking at Ottawa, Toronto, and potentially Gatineau,” Giroux shares. “About 20 to 25 percent of our online sales come from Quebec, but the rest is from other provinces. We’re known online across Canada, but in retail, not at all. That’s our challenge – to take a Quebec brand nationwide.”
He acknowledges the hurdles. “For Quebec businesses, expanding out of the province can be tough. There’s the language barrier and other variables. But with the data-driven approach we use for e-commerce, we’ll bring that same strategy to retail.”
KaseMe store in Chicoutimi, Quebec. Photo: KaseMe
KaseMe’s Mission: Self-Expression and Sustainability
KaseMe’s success isn’t just about phone cases – it’s about self-expression and a customer-centric philosophy. “Our mission is simple: ‘We design happiness,’” Giroux says. “We celebrate the power of self-expression. Whether it’s vibrant designs, custom photos, or unique collaborations, we want everyone to have a phone case that’s meaningful to them.”
Their focus on sustainability has also set them apart. “We do just-in-time production,” Giroux explains. “Everything is made by hand, whether it’s one phone case or 2,000 units for a wholesale order. That means less waste, fewer rejects, and no need to overproduce.”
This lean production model has earned KaseMe recognition as a Certified B Corp, reflecting their commitment to environmental and financial sustainability. “Cash flow is one of the biggest challenges for retailers,” Giroux points out. “Producing based on demand allows us to stay efficient and avoid the pitfalls of excess inventory.”
KaseMe store at Galeries de la Capitale in Quebec City. Photo: KaseMe
The Power of Design and Collaboration
KaseMe’s in-house design team curates fresh collections every two months, ensuring the brand remains on-trend and relevant. Collaborations with artists, photographers, and creators from around the world further fuel the brand’s appeal. “There’s something for everyone,” says Giroux. “Whether you want a case designed by an artist or one you’ve created yourself, we make it possible.”
This flexibility has also allowed KaseMe to thrive as a wholesaler, partnering with major retailers like La Maison Simons and telecommunications giants Rogers and Bell. “Customization is exclusive to our stores and website,” Giroux clarifies, “but our retail partners love the quality and variety we offer.”
William Giroux and Gabriel Bolduc, founders of KaseMe
Retail Foot Traffic and Future Growth
KaseMe’s stores, which average 1,000 to 1,200 square feet, are strategically located in high-traffic shopping malls. “We love the organic foot traffic that malls provide,” says Giroux. “About 65 percent of people who walk into our stores buy something. That’s a huge conversion rate.”
He credits the brand’s online following and paid advertising strategy for driving store visits. “We do a lot of paid media – Meta, TikTok, Google, LinkedIn – and we run drive-to-store campaigns. Our social media presence helps create buzz, so when we open a new location, customers show up.”
Looking ahead, KaseMe is experimenting with pop-ups in other provinces to gauge interest. “We’re doing two to three pop-ups per year,” Giroux says. “It’s a great way to test the market. We’ll look at cities like Toronto to see if there’s potential for a permanent store.”
KaseMe store at Galeries de la Capitale in Quebec City. Photo: KaseMe
A Strong Foundation for National Expansion
With four stores already operating successfully and eight more planned by the end of 2025, KaseMe is on track for a strong expansion. Giroux remains cautious but optimistic. “After the first eight stores, we’ll analyze the data. If it makes sense to double or triple our footprint, we’ll take that step.”
He emphasizes that KaseMe’s journey has always been about steady, sustainable growth. “We’ve come a long way since the basement of Gabriel’s family cottage. Now we’re at 52 employees, and with our next openings, we’ll hit 100 people. It’s been an incredible journey.”
Final Thoughts
KaseMe’s retail concept is truly one of a kind. By combining customization, sustainability, and innovative in-store experiences, the brand has carved out a niche in the Canadian market. Giroux believes this model has potential far beyond Quebec. “We’re excited to bring KaseMe to more cities across Canada,” he says.
For now, the focus remains on building a strong foundation. “We’re a Quebec brand, but we’re ready to grow,” says Giroux. “The future looks bright.”
Crime and safety in downtown city cores across Canada, like Calgary, has become a major issue where it’s hurting businesses and retailers of all stripes.
It has also become a major issue beyond the downtowns in many major centres.
He said some areas of Calgary downtown are “inexcusably dangerous.”
Formos said when he looks at the company’s office portfolio in downtown Calgary, the amount of criminal activity in the portfolio recorded in the Fall was 3.5 times higher than in 2019.
“Said another way, our tenants are 350 per cent less safe and that’s a huge problem. We’re going to need to fix it. We’re going to need to fund it . . . We really need to address it.”
George Brookman
In a recent opinion piece in the Calgary Herald, well-known and well-respected entrepreneur and community leader, George Brookman, the chair and company ambassador of West Canadian Digital, wrote “politicians must deal with the fact our society is starting to break down when someone like me is worried about walking down their street.”
“Our downtown must remain the heart of the city, and the opportunity to go to a restaurant or the theatre on Stephen Avenue must be viewed with pleasure, not something to make us tense,” he wrote.
“Winter is coming fast and the bitter cold will drive people to shelter, but that is not a real solution. The real solution is accommodation that is warm, dry and safe, accompanied by a willingness to ensure that people use those spaces. There is no argument that the streets are for everyone; but they are not for sleeping, drinking, abusing drugs or simply offending pedestrians by yelling out your frustrations with your life.
“Walking or riding a bike along one of our river pathways should be a pleasure, not an experience of fear or nervousness. Camps and tents have no place along the pathways and police and security forces should be used to make sure that they are cleared and safe.”
Michael Kehoe
“If that coveted female shopper working in Calgary’s the office towers or visiting our downtown shopping district, sometimes with her family in tow does not feel safe and secure parking and shopping at a downtown Calgary retail property, she will find a suburban shopping venue that offers the perception of safety, and her spending will follow,” said Michael Kehoe, Broker of Record for Fairfield Commercial Real Estate Inc.
“There has been a wakeup call for commercial retail real estate professionals in charge of security / public safety, management, and the ownership of shopping venues and mixed-use commercial properties in downtown Calgary. The problems with addicted and unhoused persons are complex and costly. A facility manager of a major complex shared with me recently that their security team removes an average of 60 people per day who are deemed to be potentially or are problematic. These interactions require two building security members and frequently involve the Calgary Police Service, bylaw personnel or Alpha house addiction specialists.
“The management has increased its security budget for 2025 at the property by an additional $225,000 and this cost gets passed on to the tenants of the building that include stores and restaurants.”
The security challenges are affecting downtown shopping patterns and retail sales. The retail and food service scene in the Calgary central business district in the fall of 2024 is very fluid. The future of some downtown department store anchors is uncertain. Downtown restaurant sales are robust and office tower daytime populations are increasing, added Kehoe.
Photo by Michael Kehoe
“Exciting redevelopment projects at the Glenbow Museum / JR Shaw Centre for Arts & Culture, Arts Commons / Werklund Centre and the new arena / event centre, Scotia Place are well underway. Many office to residential conversion projects are under construction or in the planning stages and we have a new downtown art gallery, Contemporary Calgary. This is sure to generate future traffic and sales to downtown retail venues over time but the social issues must be addressed to ensure complete success,” he explained.
“There are many high profile groundbreaking and ribbon cutting ceremonies for politicians and other influential people to attend. Commercial success will go hand in hand with social success in the perfect Blue Sky City, Calgary’s new marketing slogan, and will require committed leadership from all stakeholders that include political leadership.”
Kehoe wondered: Have we normalized the many street people and unhoused humans in Blue Sky City central business district?
“You don’t have to look very far in downtown Calgary to find any number of groups of people with addiction or mental health issues on the streets and alleyways. The ravages of addiction and living rough are evident in the faces of these folks. Many are not the typical unhoused folks, they look more ‘hard core’ and we see them every day downtown and walk by thinking that it’s someone else’s problem. These are our fellow citizens. I think of the many business visitors to our new BMO Convention Centre along with tourists heading for the mountains and ask how they view our city as they stay, play, walk and drive by? The city block and back alleyway between the Fairmont Palliser Hotel and Bankers Hall this is happening everyday. The alcove entrance of the historic Grand Theatre regularly has people camped out and I am sure that Sir James Alexander Lougheed (1854 – 1925) the builder of the Grand is rolling in his grave. We need to do better. In such a wealthy city, province and country we need to tackle these challenges. Elected officials hear our voices, but we need to turn up the volume and make this a ballot box issue (among many others) in the 2025 municipal election.
“The human misery and suffering is right before us on the streets and in the numerous overflowing emergency shelters in Calgary. It’s a complex problem and many business groups are working on solutions including the Calgary Downtown Association in concert with the city, BOMA Calgary and NAIOP that have created a detailed action plan. Bravo! I hope we see action with positive outcomes. Remember the ‘Ten Year Plan to End Homelessness’ back in 2007? Good work was done by many but the problems endure. Calgary is better than this and we need to act now. The ownership of major downtown shopping and office properties is changing. As major taxpayers in this city, these property owners have a voice with elected officials. I hope they amplify their voices to affect change not only for the sake of their property values but also for the social needs of our most vulnerable citizens. It will be good for business and for everyone.”
Photo by Michael Kehoe
A television report in the fall by Global in Calgary described a violent confrontation between the manager of a downtown Calgary restaurant and a homeless person which the report said is an example of the surge in the level of violence, drugs and vandalism that businesses say they are being forced to deal with on a daily basis.
“An individual had decided to urinate in the street in broad daylight,” described Danielle Wilkins, who manages The Wednesday Room on Stephen Avenue Mall of the confrontation that took place on Sept. 25, 2024, as she and staff were preparing to open the restaurant for lunch.
“I had asked her to move her stuff and not do that in public — you know, we were getting ready to open — and that kinda started the snowball effect of the interaction I had with her that day.
“She started throwing items at me from her shopping cart. She decided to follow me onto the patio so I turned around and she charged at me and attacked me. She closed fists and punched me on the side of the head and pulled my hair.”
Unfortunately, this is becoming all too common across the country. In the fall, the Canadian Federation of Independent Business (CFIB) said the share of Canadian small businesses directly affected by crime and safety issues has almost doubled in the last year, jumping from nearly a quarter (24%) in 2023 to 45% in 2024.
Keyli Loeppky
“It’s been a nightmare on Main Street. Imagine working hard, providing jobs, contributing to the community, just to have your goods stolen, windows broken, and property vandalized. For small businesses, it’s devastating when they are hit by crime over and over again,” said Keyli Loeppky, CFIB’s director for Alberta and interprovincial affairs.
Waste and litter (e.g. drug paraphernalia, garbage, excrement), vandalism, and theft were the most common types of crime small businesses experience. Crime and safety issues take an emotional toll on small businesses as well, with over two-thirds (68%) worrying about their personal safety and that of their staff and customers, explained the national organizations.
Businesses have spent a median of $5,000 on crime-related expenses in the last three years, such as replacing stolen inventory or equipment and vandalism repairs. In addition, 68% of small firms do not consistently file crime-related insurance claims, with most saying they worry about driving their insurance premiums even higher, at a time when such costs are already skyrocketing, said the CFIB.
SeoRhin Yoo
“Some security measures, while helpful and necessary, may come at a steep price, deter customer foot traffic and, as a result, lead to lower revenues,” said SeoRhin Yoo, CFIB’s senior policy analyst and report co-author. “Many businesses are already operating on thin profit margins, so just one crime incident could be make-or-break-for a small business owner.”
In hisregular blog Every Day Tourist, Richard White, who is a former Executive Director of the Calgary Downtown Association, wrote earlier this year: “If Calgary wants to become a major convention and events destination, it is going to have to clean up its downtown now, not in 5 or 10 years. Investing billions of dollars in mega projects will be for nought if we can’t create pedestrian-friendly streets and public spaces (including the +15). I am embarrassed to say, “Something is rotten in Calgary’s downtown these days!”
Richard White
In March the City of Calgary announced the Downtown Safety Leader Table (DSLT), bringing together businesses, community partners, the social sector and government.
The recommendations tabled work to ensure downtown is safe, vibrant and remains a place for Calgary’s business community to grow, said the Calgary Chamber of Commerce.
“The economic impact of safety is far-reaching. Ensuring Calgary is safe is critical to our economic success, and affects large and small businesses alike,” said Deborah Yedlin, President and CEO of the Calgary Chamber of Commerce. “It is our collective responsibility to address safety in Calgary, and today’s recommendations highlight the need for governments, community and business to work together to support the most vulnerable.”
Deborah Yedlin
The Chamber said it supports recommendations that enhance cleanliness and physical safety infrastructure, help businesses purchase and access safety measures, develop plans to work with building owners and businesses to enhance safety for employees, bolster police and uniform presence downtown including plans for a downtown District Office to reduce barriers to reporting, increase community activations that bring people downtown, and continue to advance initiatives related to mental health, addictions and housing affordability.
In response, Canada’s Competition Bureau has made the case for more grocery retail competition, recommending policies from the creation of a grocery innovation strategy to welcoming more international players and enacting consistent pricing legislation.
Absent from this policy conversation, however, is the role of local alternative food networks, like farmers’ markets, in supporting more resilient food systems. We currently have an incomplete picture of food price dynamics in Canada because of a research gap.
While the federal government has just launched a grocery affordability tool to provide more transparency around pricing, little is known about food price dynamics in local food systems like farmers’ markets.
Our recent study addressed this topic by exploring how food prices have changed in farmers’ markets compared to mainstream grocery retail since the pandemic’s onset.
A farmers’ market in downtown Banff, Alta., in May 2023. (Shutterstock)
However, the highly concentrated, industrial food system has demonstrated a notable lack of resilience. It has failed to maintain its core function of ensuring access to food.
One reason for this lack of resilience in the mainstream food system is the extremely high levels of corporate concentration. Diversity — the opposite of uniformity that comes from such concentration — is a cornerstone of resilience.
Local food systems tend to be more diverse than mainstream ones. While they also experienced significant challenges during the pandemic, they demonstrated nimbleness and resilience that needs to be better recognized by policymakers.
Using pilot data and interviews with farmers’ market vendors, our study provides much-needed nuance in the ongoing debate around food prices, competition and food system resilience. We interviewed 223 vendors across Canada.
Our study compared Statistics Canada’s monthly average retail prices over a five-year period (2018-23). Our findings revealed that inflation rates for the majority of selected food items were higher in mainstream grocery stores than in farmers’ markets. The selected food items included tomatoes, onions, eggs, salad greens, carrots, apples, strawberries, cabbage, potatoes and broccoli.
In interviews, farmers’ market vendors cited rising input costs as a driver of price increases. However, unlike large retailers, they noted that their profit margins were shrinking as they absorbed costs instead of passing the full burden onto consumers.
Close up shot of fresh vegetables at Montréal’s Atwater Market. (Shutterstock)
This highlights a significant contrast between food systems: while major grocery chains have reported record profits, vendors in farmers’ markets operate differently, even at the expense of their margins.
While the absorption of these costs is unsustainable for many local producers, it speaks to the increased accountability vendors feel when they are selling to the communities they themselves are embedded in.
In this sense, farmers’ markets demonstrated greater resilience as they adapted to the shock of the pandemic but maintained the core function of the food system — ensuring access to food.
Calls for policy changes
As a part of our study, we asked farmers’ market vendors how they and local food systems could be better supported. They frequently emphasized the need for appropriate regulations. Vendors said requiring local producers to meet the same regulations as industrial food producers was a burden to many of them.
Vendors also said that improved local food infrastructure would help local producers increase their capacities and market reach. Suggestions included providing access to commercial kitchens at low-rent costs, regional food distribution sites and food hubs.
Finally, they said incentive programs, such as farmers’ market nutrition coupons that encourage consumers to shop locally, would also help both producers and consumers.
Ultimately, our study highlights the value of local food systems in the era of corporate concentration and “greedflation” in Canada’s food system.
Vicki Madziak, community food co-ordinator, Ecology Action Centre and Justin Cantafio, executive director at Farmers’ Markets of Nova Scotia, co-authored this article.
bb.q Chicken’s 50th Canadian location, located at 18 Ringwood Dr, Unit 7, Whitchurch-Stouffville, ON. (CNW Group/bb.q Chicken)
bb.q Chicken, the world’s largest Korean fried chicken franchise with over 3,800 locations worldwide, has opened its 50th location in Canada – located at 18 Ringwood Dr, Unit 7, Whitchurch-Stouffville, ON.
“Since entering the Canadian market in 2019, bb.q Chicken has quickly established itself as a favourite among food lovers, offering authentic Korean fried Chicken, a variety of flavors, and unparalleled crispiness,” said the company in a news release.
“Guided by the belief that “food is the gateway to all culture,” bb.q Chicken continues its mission of bringing quality-driven Korean fried chicken and authentic K-Food to the world. The name, bb.q (pronounced bee-bee-dot-que), stands for ‘Best of the Best Quality,’ reflecting the brand’s commitment to delivering memorable dining experiences at every location.”
To celebrate the milestone, bb.q Chicken said it will host a nationwide celebration from December 13 to January 12, 2025. Prizes include 50 free chicken coupons, one-year chicken subscriptions, and more.
bb.q Chicken, short for Best of the Best Quality Chicken, is the world’s largest Korean fried chicken franchise with over 3,800 globally, including 250+ in the U.S.
Recognized as one of the fastest-growing chains by Restaurant Business Magazine and ranked as the Best Fast Food Fried Chicken by Taste of Home Magazine, bb.q Chicken continues to set the global standard for Korean fried chicken, it said.
The Midtown shopping centre in Saskatoon has had an incredibly successful year in 2024, opening eight new stores, including two first-to-market (first in the province) retailers.
Sales are projected to hit $191 million by the end of December, a $5-million increase from 2023.
From outerwear to beauty products to dining options and more, Midtown has seen substantial growth in retailers throughout 2024.
In the final quarter of the year alone, the shopping centre has welcomed eight new retailers into its roster, including the first-to-market Levi’s store and highly anticipated Mountain Warehouse — the largest location the brand has opened outside of the United Kingdom.
Tara Faris
“Saskatchewan shoppers visiting Midtown have some exciting new brands to peruse this holiday season,” said Tara Faris, General Manager, Midtown. “We’re proud to have welcomed so many incredible retailers into Midtown in 2024, and there’s more to come in 2025!”
Recent retailer additions and changes to the shopping centre include:
Opening in early 2025 are JD Sports, a European sportswear company featuring brands such as Nike, Adidas, Vans and UGG, Mobile Q, a cell phone repair and accessories retailer, and Gong Cha, a popular bubble tea chain.
The new retailers join Midtown’s 140 stores, including anchor retailers Hudson’s Bay, H&M, Toys R Us and Sport Chek, as well as Saskatchewan’s only Victoria’s Secret, Pink, Aritzia, Michael Kors and MAC Cosmetics.
Toran Eggert
“We are thrilled to announce the addition of the first Mountain Warehouse in Saskatchewan to the family of retailers at Midtown,” said Toran Eggert, Urban Reform Realty Inc. “Midtown has really cemented itself as the premier fashion destination in the province. With over 70,000 square feet of vacancy filled since 2023, and a 10 per cent increase in sales productivity, Midtown and the Urban Reform Retail team look forward to continuing this growth alongside the great city of Saskatoon.”
Foot traffic throughout 2024 saw 4.1 million visitors in Midtown, with productivity per square foot reaching $746.00 as of October 31, 2024, a $66.00 increase from 2023. Overall sales have also increased significantly, with total sales projected to reach $191 million by the year’s end, a $5 million increase year over year.
Faris said the shopping centre has a strong leasing strategy.
“We definitely have a first to market focus that creates those opportunities that resonate with our consumers, that keep us sort of relevant and resilient,” she said.
“So we’ve got lots of new and exciting retailers here. I think that our main focus is bringing retailers into the centre that don’t already exist in the market or maybe are under-represented in the market. To keep us relevant in the consumer’s mind. Something that is a unique offering in the city or maybe it’s in other cities that Saskatoon residents would travel to go and see – really focusing on bringing them into our marketplace and meeting the needs of our consumers.”
Photo: Midtown
“Our foot traffic is remaining quite strong. We saw about 4.1 million visitors last year. That’s continuing to trend upwards. We’ve got some growth on rolling 12 (months) year to date. In terms of our sales, we continue to trend upward. There has been some softening but still all positive news. Our per square foot productivity is up seven per cent on rolling 12, about 4.5 per cent year to date. Very good, trending upwards there. We’re always mindful, of pressure on our consumers. Inflation and high interest rates certainly have affected consumer spending to some degree in certain categories. But Midtown’s sales performance continues to remain strong.
“With this new leasing activity, Midtown continues to have the most vibrant and unique tenant mix in the province, which really is a strong indicator of maintaining our resilience and, and relevancy. Continuing to stay fresh and exciting. Continuing to be that community hub to gather, to shop and dine and, continue to stay relevant in the marketplace.”
