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O & O bringing Jimmy John’s to Edmonton area

By
Mario Toneguzzi
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Ravi Prakash Singh and his wife Khushbu
Ravi Prakash Singh and his wife Khushbu

Edmonton-based O & O Group of Companies has finalized a deal with Foodtastic and signed an agreement to bring the Jimmy John’s brand to Edmonton and its suburbs with 12 locations.

From humble beginnings, Ravi Prakash Singh and his wife Khushbu have built a food industry powerhouse in Edmonton under the umbrella of O & O Group of Companies.

 The company operates  in the hospitality industry and manages several franchise brands, including Little Caesars, Second Cup Café, and Pita Pit. Recently, it also took over the management of two Guru Restaurant Fine Dining Indian locations in Edmonton, renowned for their legacy in Indian cuisine

“We are set to open our very first Jimmy John’s location at Shoppes at Hillshire in Sherwood Park summer of 2025 and are actively searching for additional locations across Edmonton and the surrounding market. As a high-end sub brand, Jimmy John’s is relatively new to Canada, and we are excited to introduce it to this region,” said Ravi, the company’s CEO.

“Jimmy John’s is a powerful sub brand because of several key factors that contribute to its success and strong market presence and we at O & O Group of Companies always partnered with the best brands for our community.”

Ravi Prakash Singh and his wife Khushbu
Ravi Prakash Singh and his wife Khushbu

Ravi outlined the following reasons for being attracted to the brand:

1. Speed & Freshness (“Freaky Fast, Freaky Fresh”)

  • Jimmy John’s is known for its ultra-fast delivery and fresh ingredients. This focus on speed and quality has created a strong brand identity.
  • Their “Freaky Fast” slogan reinforces their reputation for efficiency, making them a go-to option for quick meals.

2. Simple, Focused Menu

  • Unlike some competitors that expand into multiple food categories, Jimmy John’s has stayed true to subs and sandwiches, making them an expert in the niche.
  • Their streamlined menu allows for operational efficiency and consistency.

3. Strong Franchise Model

  • With a strong franchise network, Jimmy John’s has scaled efficiently while maintaining brand consistency.
  • Their franchise support and training programs help maintain high-quality service across locations.

4. Premium Ingredients

  • They emphasize using fresh-baked bread, hand-sliced meats, and locally sourced produce.
  • This differentiates them from other fast-food sub chains that rely more on pre-packaged ingredients.

5. Branding & Marketing

  • Their marketing campaigns are bold, fun, and memorable, often using humour and direct messaging.
  • The brand has a strong social media presence, keeping them engaged with younger audiences.

6. Delivery-First Strategy

  • While many sandwich brands focus on in-store dining, Jimmy John’s built a brand around fast and reliable delivery.
  • Their in-house delivery model allows them to control the customer experience better than relying on third-party services.

7. Loyal Customer Base

  • Their consistent quality, affordability, and reliability have built strong customer loyalty.
  • They also use promotions and rewards programs to keep customers engaged.

8. Resilient Business Model

  • Even in challenging times like the pandemic, Jimmy John’s delivery-first approach helped them stay strong while other dine-in brands struggled.

“As someone deeply committed to bringing the best brands to my community of Edmonton, I am excited to share our strategic expansion plans for Jimmy John’s in Edmonton and the surrounding suburbs. We are preparing to open at least 11-12 new locations, with most launching between 2025 and 2026,” explained Ravi.

“This expansion is a testament to our dedication to delivering Jimmy John’s signature fresh and fast sandwiches to more communities while also fostering local employment and business growth in our community. At O & O Group, we take pride in our commitment to business growth and community development. Currently, we provide employment opportunities to over 250 dedicated team members across our operations.

“As we continue to expand, including our upcoming Jimmy John’s locations in Edmonton and the surrounding suburbs, we remain focused on creating more job opportunities and contributing to our own local economy.

“As we actively seek multiple locations, we invite strip mall developers to connect with us if they are interested in bringing a dynamic and well-loved brand like Jimmy John’s to their developments. This is a great opportunity to collaborate and introduce a high-quality, fast-casual dining option to local communities.”

Canadian Retail News From Around The Web For April 2, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

Re: HBC

Vacant Bay stores could spark interest — if landlords are willing to get creative (CityNews)

Hudson’s Bay tells former executives their pension payments will be cut as retailer continues liquidation (Globe & Mail / subscriber paywall)

Some Hudson’s Bay vendors are owed thousands — and they’re rushing to reclaim their inventory (Toronto Star)

Impact of Hudson’s Bay closures on REITs (BNN)

The Hudson’s Bay era is nearly over. It’s not the only iconic Hamilton department store lost to time (The Spec)

Other News:

Strengthening Canada’s Retail Sector – A Call to Action for Election 2025 (RCC)

Amazon is selling products calling Canada the 51st state, and many Canadians aren’t happy (CBC)

Iconic Edmonton antique store up for sale in Old Strathcona (Edmonton Journal)

With more tariffs expected, small Sask. businesses say they’re already feeling effects of trade war (CBC)

Paramount Fine Foods founder settles bitter four-year legal battle with largest shareholder: ‘Trust has been restored’ (Toronto Star)

Cannabis retail expansion in Canada came with only a small uptick in the number of consumers (The Conversation)

Toronto’s Union Station has new restaurants and stores opening soon. Here’s what’s coming (Toronto.com)

How a women-owned sneaker shop in Toronto is uplifting women’s sports in Canada (CBC)

Retro Hong Kong snack shop arrives in Richmond (VIA)

Masked thieves grab $22,000 in clothing from Kitsilano store, three arrested (VIA)

The End of Department Stores: What’s Next for Canadian Malls?

By
Craig Patterson
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Hudson's Bay at CF Chinook Centre in Calgary in 2021. Photo: Jessica Finch/Retail Insider

As department stores vanish from Canada’s retail landscape, shopping centres are being forced into a period of rapid evolution—one that could reshape how Canadians experience retail. With the Hudson’s Bay Company now in court-ordered creditor protection and 74 of its 80 stores set to close by the end of June, the question arises: what comes next for the shopping centres built around these legacy retailers?

Michael Kehoe, Broker/Owner of Fairfield Commercial Real Estate, believes we’re witnessing a positive turning point. “Retailing is always changing and evolving,” he says. “This is a tremendous opportunity for shopping centres to repurpose unproductive space and move on from the department store era.”

Michael Kehoe

A Shift in Power and Possibility

Kehoe describes the departure of department store anchors not as a crisis, but as a release. “It takes the shackles off huge swaths of retail space,” he explains. “And that includes the parking fields and surrounding land that were once under restrictive covenants. Landlords finally have freedom to explore new uses for these valuable parcels.”

With retail space now freed from anchor tenant agreements, landlords can innovate. Kehoe highlights that the once “sterilized” land tied to department store leases can now be repurposed. “This is great for retail,” he says. “I welcome it.”

Case Study: CF Chinook Centre

CF Chinook Centre in Calgary exemplifies this transformation. Once home to three department stores—Hudson’s Bay, Saks Fifth Avenue, and Nordstrom—it now finds itself in the middle of an identity shift.

“Chinook is really a cluster of villages,” explains Kehoe. “You have a luxury cluster, an athleisure cluster, a strong food hall—it’s an amalgamation of shopping experiences.” He credits Cadillac Fairview’s strategic merchandising for the mall’s resilience. “They’re masters at drawing traffic to different parts of the mall through clustering and strategic food placements to increase dwell time.”

Apple, Lululemon, and other so-called “impact brands” have replaced department stores as major traffic generators. “People will line up around the block for a new iPhone,” says Kehoe. “That’s the draw now.”

CF Chinook Centre, image: Cadillac Fairview

Anchors Out, Innovation In

The traditional “dumbbell” mall design—department store anchors on each end with small retailers in the middle—emerged in the 1950s. But that model is now being dismantled.

“The dumbbell concept is more relevant than ever—only now, we’re filling those ends with different kinds of uses,” Kehoe notes. “Shopping centres have already morphed into mixed-use destinations. We’re seeing more experiential retail, entertainment, dining, and health and wellness tenants.”

He adds that many malls are preparing for large-scale redevelopment. “Some will be densified. Some may see residential or office components added. But it’ll take time—five years or more in many cases.”

Department Store Space: A Slow Rebirth

Repopulating vacated department store space isn’t quick. Kehoe points to Southcentre Mall in Calgary, where a Sears location closed in 2018. “Only now are we starting to see that space filled,” he says. “And with Hudson’s Bay liquidating, there’s a million square feet in Calgary alone that needs to be repurposed.”

Retailers like IKEA and LEGO are exploring urban formats that could occupy parts of these footprints. “Loblaws moved into Maple Leaf Gardens in Toronto—anything’s possible if we keep an open mind,” he says.

Yet, filling these large spaces amid economic uncertainty won’t be easy. “We’re in a recession,” says Kehoe. “With the tariffs and changing consumer habits, it’s a scorched-earth moment. Only so many dollar stores and fitness chains can go around.”

An impressive upgrade: The former Woodward’s department store at Southgate Centre in Edmonton (most recently Sears) was repurposed into a multi-tenant space with a dramatic atrium. Image: Smith + Andersen

Institutional Ownership Under Pressure

The liquidation of Hudson’s Bay comes at a challenging time for landlords. Cadillac Fairview, Oxford Properties, and Ivanhoé Cambridge have already weathered losses like Nordstrom’s exit. Many institutional owners are now reconsidering their place in the sector.

“Cadillac spent $11 million building out that Nordstrom store at Chinook,” Kehoe recalls. “Several years later, Nordstrom was gone.” He sees a shift toward more entrepreneurial mall ownership. “These landlords are closer to their assets and more agile. It’s not necessarily a bad thing.”

The former Dayton’s department store in downtown Minneapolis has been transformed into a multi-functional space called The Dayton’s Project. Image: Dayton’s Project

The Downtown Dilemma

Downtown cores may be hardest hit by Hudson’s Bay’s demise. Flagship stores in Montreal, Vancouver, Calgary, Ottawa, and Victoria are integral to the fabric of those cities.

Kehoe is cautiously optimistic. “Yes, it creates short-term uncertainty, but these are incredible urban assets. They’ll be repurposed—perhaps into mixed-use developments, residential units, or even entertainment and cultural spaces.”

Still, he acknowledges the psychological weight. “People are nostalgic. The Bay is where they bought their first suit or appliance. But retail is about staying relevant.”

Hudson's Bay downtown Calgary. Photo by Mario Toneguzzi
Hudson’s Bay downtown Calgary. Photo by Mario Toneguzzi

A Cultural Loss for Canada

Despite the company’s retail decline, the emotional connection to Hudson’s Bay runs deep. “The story of the Hudson’s Bay Company is the story of Canada,” says Kehoe. “They were our first retailers. Indigenous peoples were their first customers. They shaped cities. They laid out street grids.”

In Calgary, Kehoe points to the historic Bay arcade façade—“a unique architectural gem in North America.” In Edmonton, he recalls Fort Edmonton’s roots in the fur trade. “The Bay’s history stretches from the Rocky Mountains to San Francisco.”

The legacy lives on in place names, roads like Anthony Henday Drive, and even in the collective memory of Canadians. “It’s not just a store. It’s part of our national identity.”

Looking Forward

For all the disruption, Kehoe is clear-eyed. “Shopping centres are always evolving. This is just another chapter.”

He notes that premium centres like Yorkdale in Toronto continue to thrive, generating over $2,400 per square foot. “Great malls still perform. But the model is changing.”

As for the Hudson’s Bay space across the country, he believes opportunity outweighs risk. “There’s going to be a gazillion users that come out of the woodwork,” Kehoe says. “It’s actually quite exciting.”

In the end, it’s about adaptation. “This too shall pass,” Kehoe says. “Retail real estate is like a river—it bends, it flows, but it never stops.”

More from Retail Insider:

Hair Republic Faces Fallout from Hudson’s Bay Collapse

By
Craig Patterson
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Hair Republic at Hudson's Bay, CF Sherway Gardens in Toronto. Photo: Hair Republic

The collapse of Hudson’s Bay’s retail network is having ripple effects across Canada’s retail landscape, and among those impacted is Ottawa-based salon chain Hair Republic, which had partnered with Hudson’s Bay to expand its footprint in Toronto. In an interview, John Nguyen, CEO and Founder of Hair Republic Group, shared the extent of the fallout—and what’s next for the business.

“This is quite shocking,” said Nguyen. “We had been working with Hudson’s Bay for three and a half years, and we were looking to expand further. At one point, we even looked at Vancouver. That’s all on pause now.”

A Promising National Partnership with Hudson’s Bay

Hair Republic, which began in 2011 and opened a second Ottawa location in 2019, entered into an agreement with Hudson’s Bay in 2021, right in the midst of the pandemic. The goal was ambitious: open branded salons within department stores across the country.

“Hudson’s Bay approached us during the pandemic,” said Nguyen. “They pitched a business model where we’d operate salons within their stores. Their strategy was to create a new kind of shopping experience to draw younger, trend-conscious consumers.”

The first co-branded salon opened in Hudson’s Bay’s downtown Ottawa store. After a successful run, Nguyen says the retailer offered his team three top locations in Toronto, and Hair Republic chose CF Sherway Gardens.

“We launched at Sherway in fall 2023, had a grand opening, ran it for a full year—and now this happens,” he said. “It’s a bit of a shock.”

Inside the Licensee Model with Hudson’s Bay

Unlike traditional mall leases, Hair Republic operated under a licensee agreement with Hudson’s Bay, meaning they didn’t lease directly from landlords like RioCan or Cadillac Fairview. Instead, Hudson’s Bay acted as an intermediary, collecting customer payments and remitting them—after taking a cut.

“They took 15% of our top-line revenue, on a sliding scale,” explained Nguyen. “It allowed us to enter the Toronto market without the heavy overhead of a typical lease.”

The cost savings were significant, especially since Nguyen and his team invested heavily in store build-outs.

“We handled all the plumbing, infrastructure, everything,” he said. “Each location cost us between $250,000 to $300,000. But we saw the long-term benefits, especially with Hudson’s Bay offering national campaigns and marketing reach.”

Hair Republic at Hudson’s Bay, downtown Ottawa flagship/CF Rideau Centre. Photo: Hair Republic

Operational Red Flags Began to Appear

Despite the promising start, cracks in the partnership began to emerge in 2024. Nguyen noted HVAC failures, unreliable point-of-sale systems, and inconsistent store hours that limited his salon’s ability to serve clients.

“The biggest red flag was when we stopped getting paid on time,” he said. “Our cash flow was built around 45-day payment cycles. When those payments were two or even two-and-a-half months late, we had to start asking serious questions.”

Nguyen also noticed leadership changes within Hudson’s Bay that made ongoing operations increasingly unstable.

“There were three or four rounds of executive turnover,” he added. “People I used to deal with were suddenly gone. It was hard to maintain any consistency.”

Hair Republic at Hudson’s Bay, CF Sherway Gardens in Toronto. Photo: Hair Republic

Thousands in Sunken Costs at Risk

For now, Nguyen is focused on salvaging what he can.

“We’ll try to recover furniture and loose fixtures, but the plumbing, the rough-ins—all that is sunk cost,” he said. “That’s the heartbreaking part. We invested so much into these spaces.”

The Hair Republic team is staying optimistic, but the uncertainty is mounting.

“Hudson’s Bay may try to get us into one of their six remaining stores,” Nguyen said, referring to the locations exempt from liquidation, such as Yorkdale and downtown Montreal. “But I’d be cautious. I don’t want to end up in the same situation 12 or 24 months from now.”

Hudson’s Bay Liquidation Throws Expansion into Uncertainty

On March 7, 2025, Hudson’s Bay filed for creditor protection under the Companies’ Creditors Arrangement Act (CCAA). By March 21, the Ontario Superior Court approved the liquidation of 74 Hudson’s Bay stores, along with two Saks Fifth Avenue and 13 Saks Off 5th locations.

Hair Republic’s CF Sherway Gardens location is among those affected.

“We only have 10 to 12 weeks,” said Nguyen. “If I don’t find a solution by then, my team won’t have a place to work.”

Nguyen is currently in discussions with Cadillac Fairview, landlord of CF Sherway Gardens, to explore a direct leasing arrangement that would keep Hair Republic in the mall. He’s also considering acquiring another local salon or relocating within Etobicoke.

Hair Republic at Hudson’s Bay, CF Sherway Gardens in Toronto. Photo: Hair Republic

The Challenge of Scaling Amidst Uncertainty

Nguyen had bigger plans for 2025, including franchising Hair Republic. However, the Hudson’s Bay collapse is likely to delay that initiative by several months.

“We wanted to franchise this year,” he said. “But we realized franchising only works if franchisees can find talent—and right now, there’s a skilled labour shortage in our industry.”

To address this, Nguyen is now exploring conversion franchising—acquiring existing salons from owners looking to exit and converting them to Hair Republic franchises.

“It’s a win-win,” he explained. “We avoid build-out costs, franchisees get a profitable operation from day one, and we grow the brand.”

Other Licensees Also Feeling the Impact

Nguyen isn’t the only licensee affected by Hudson’s Bay’s restructuring. He has spoken with other in-store partners, many of whom are also scrambling for contingency plans.

“I can’t imagine what bigger licensees like MEC are thinking,” he said. “Everyone’s in limbo. And with liquidation sales starting this week, we don’t have much time.”

Nguyen hopes sharing his experience will help others in the retail industry understand the broader impact of Hudson’s Bay’s collapse on independent businesses.

“We had high ambitions,” he said. “And while this is a setback, we’re not stopping. We’re already moving on to Plan B.”

More from Retail Insider:

Knix Expands Retail Footprint with Holt Renfrew Partnership

By
Craig Patterson
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Knix pop-up at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Knix/Holt Renfrew

Toronto-based Knix, known as North America’s top Leakproof undergarment brand, has officially launched in six Holt Renfrew locations across Canada. The partnership includes two dedicated pop-ups, offering a curated selection of the brand’s best-selling products. For Knix, this collaboration with Holt Renfrew marks a significant milestone in its retail journey as it scales beyond its direct-to-consumer roots into premium wholesale distribution.

“This partnership with an iconic Canadian retailer who we’ve long admired is an incredible opportunity for Knix to expand its customer base,” said Joanna Griffiths, Founder and President of Knix. “Offering our customers another in-person touchpoint is something we’re continuously exploring, and we can’t wait for everyone to shop the curated assortment at the Holt Renfrew location closest to them.”

Joanna Griffiths at the Bloor Street Holt Renfrew Knix pop-up. Image: Knix/Holt Renfrew

Elevated Experience for a New Audience

Holt Renfrew’s reputation as Canada’s leading luxury retailer made it a natural partner for Knix, which has built a loyal following through innovation, inclusivity, and high-performing product design.

“We are proud to curate the best fashion and lifestyle edits from Canada and around the world,” said Carolyn Wright, Senior Vice President, Product, at Holt Renfrew. “Introducing this innovative, female-led Canadian brand to our customers is a wonderful new addition to our assortment in stores and online this spring.”

Carolyn Wright

The in-store experience, which runs until May 26 for the pop-up locations, is designed to showcase Knix’s most sought-after pieces including the brand’s famous Leakproof underwear, the Revolution Bra, Gossamer Lace sets, and a growing range of swimwear.

Retail Locations Across Canada

Knix is now available at Holt Renfrew locations in Toronto (Bloor Street and Yorkdale), Vancouver, Mississauga (Square One), Calgary, and Montreal (Holt Renfrew Ogilvy). The Bloor Street and Vancouver stores feature pop-up spaces, while the remaining four locations have integrated the brand into their core assortment.

The pop-ups serve as a tactile introduction to the Knix brand for Holt’s clientele. “We really wanted to showcase who we are through these touchpoints,” said Nicole Tapscott, Chief Commercial Officer at Knix. “From our newest swim drops to our best-selling shapewear, we’ve curated a premium assortment that reflects our design innovation and commitment to inclusivity.”

Nicole Tapscott

The pop-up experience, she added, has also allowed Knix to showcase mannequins in a range of body types. “It’s important for customers to see themselves reflected—not just in the marketing, but in the physical store environment too.”

From Leakproof to Luxe

Tapscott explained that the Holt Renfrew team was particularly drawn to Knix’s rapidly growing swimwear category. “Swim is one of our fastest-growing areas,” she said. “We’re excited to highlight new silhouettes and seasonal colours—espresso is one of our key colours this year—as well as our signature Leakproof technology that makes Knix unlike anything else in the market.”

Among the featured swimwear are bold prints and refined cuts, such as the Sculpt Ruched One-Piece, as well as new lifestyle offerings including oversized linen shirts and organic cotton cover-ups.

While not all items include the brand’s signature Leakproof technology, the assortment still emphasizes performance and style. “We’ve got our Gossamer Lace and Mesh Lace underwear in both light and full absorbency,” added Tapscott. “These started as limited holiday collections but did so well we brought them back in multiple colours.”

Breakthrough in Customizable Shapewear

Another standout in the assortment is Knix’s customizable shapewear—a world-first product designed with versatility in mind. Tapscott highlighted how the shapewear can be cut along three built-in seams to adjust the depth for different outfits.

“This is really popular among stylists,” she said. “They don’t want to carry ten shapewear options to a fitting—just one of these works for multiple looks. Customers can cut it themselves based on their needs, and it’s all part of our Leakproof line.”

A short version of the customizable shapewear is also featured, addressing common issues like dressing around slits while maintaining support and comfort. “Retail is so much more personalized now. People are mixing and matching across decades and aesthetics,” Tapscott noted. “This shapewear helps unlock your whole closet.”

Knix pop-up at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Knix/Holt Renfrew

Shared Values and Strategic Growth

When asked why Holt Renfrew was the right partner, Tapscott was clear: “From the way they approach fashion to the way they operate as an institution in Canada—and globally—Holt Renfrew was top of our list,” she said.

“There’s a strong customer overlap. They were excited about the demographic we bring in and about introducing fashion-forward functionality to their shopper.”

Knix’s entrance into Holt Renfrew also serves as a brand awareness play, particularly in cities where the brand has no standalone stores. “We’re giving customers another channel to touch and feel the product,” Tapscott explained. “Many need to see it to believe it.”

What’s Next for Knix Retail

Knix currently operates 13 standalone stores, with six more planned for this year. Much of the upcoming growth will focus on the U.S. market. “We’re investing heavily in retail expansion, especially south of the border,” said Tapscott. “But Canada remains core to our identity.”

Tapscott believes the brand’s success is driven by both community and product. “Once someone tries our product, they’re hooked,” she said. “Customer retention is incredibly strong. But it all starts with that first try. That’s why partnerships like this one with Holt are so important.”

More from Retail Insider:

Restaurants Canada calls for permanent exemption of all food from GST/HST

By
Mario Toneguzzi
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Photo by Adrienn
Photo by Adrienn

The next government can protect the 1.2 million workers in the foodservice industry, improve food affordability for Canadians and help keep foodservice businesses afloat during the tariff war by exempting all food from sales taxes, as it did during the recent GST/HST holiday, says Restaurants Canada.

The national organization said eight in 10 (77%) Canadians would like to see the GST/HST holiday made permanent, and 84% believe food should not be taxed, according to a spark*insights public opinion poll conducted on behalf of Restaurants Canada. 

New Statistics Canada data reveal that commercial foodservice sales increased by a robust 7.5% year-over-year in January. Even after adjusting for inflation, real sales rose by 4.3%—the highest real growth since April 2023. This supports earlier findings that the GST/HST holiday led to a 67,500 year-over-year increase in foodservice sector jobs in January, it said.

Kelly Higginson
Kelly Higginson

“Restaurants are the number one source of first-time jobs and the fourth largest private-sector employer in Canada,” said Kelly Higginson, President and CEO of Restaurants Canada.

“A million dollars in sales in our sector generates $1.8 million in output in the wider economy and 17.6 jobs, both above the average for other industries. There is real opportunity here for the next government to invest in a major driver of the Canadian and local economies, protect jobs and help make life more affordable for Canadians.

“2024 was a tough year for restaurants, with consumer spending down due to the affordability crisis impacting Canadians across the country, while every operating cost was going up. The GST/HST holiday was a much-needed boost, but we need permanent measures to address affordability for Canadians and allow our industry to continue to be a major contributor to the Canadian economy, especially as we face the new threat of U.S. tariffs.”

Restaurants and their employees pay $26 billion in federal, provincial and municipal taxes and contribute 4% of the national GDP. However, economic instability has left the sector vulnerable: 53% of foodservice businesses say they are operating at a loss or just breaking even, up from 12% pre-pandemic. Bankruptcies in the industry increased by 45% in the first eight months of 2024 compared to the same period in 2023, explained Restaurants Canada.

Restaurants Canada said it has reached out to all the major federal parties with a list of additional recommendations for their platforms, including reducing interprovincial trade barriers and reducing payroll taxes.

Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a nearly $120 billion industry employing 1.2 million Canadians and is the number one source of first-time jobs in Canada.

VIDEO: Why visual merchandising is important for retailers

By
Mario Toneguzzi
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In a recent interview with Retail Insider, Ani Nersessian, owner of VM ID, shared her expert insights on how retailers can optimize their store layouts to enhance customer experience and boost sales. As visual merchandising becomes increasingly important in the competitive retail landscape, understanding store design’s impact on consumer behaviour is critical for maximizing return on investment.

Ani emphasized the significance of a store’s layout, starting with window displays, which she describes as crucial even for stores lacking a dedicated display area. These displays should capture potential customers’ attention and draw them inside. Once inside, creating a focal point or “feature zone” is key. This zone should tell a compelling story and evoke urgency to encourage purchases.

Youtube video

Retailers must also pay attention to areas like the point-of-purchase (POP) sections, particularly near the checkout, where add-on sales opportunities can arise. Ani stressed the importance of organizing products intuitively so customers can easily find what they need, allowing for a seamless shopping experience without always relying on staff intervention.

With the rise of e-commerce, in-store experiences have taken on new significance. To compete with online shopping, retailers must offer engaging experiences in-store. Whether through interactive technology, customer service innovations, or unique in-store events, creating memorable experiences is now more vital than ever.

Ani also noted that the layout of the checkout area, such as positioning it towards the back of the store, is often a deliberate strategy to prioritize selling space in high-traffic zones. This approach ensures that the store maximizes product visibility while minimizing operational disruptions.

For small independent retailers, while resources may be limited, paying attention to store layout and visual merchandising is still essential. Even minor adjustments can transform a simple space into a powerful selling environment.

In conclusion, the importance of visual merchandising and strategic store layouts cannot be overstated. As Ani Nersessian points out, the key to success lies in the balance between product presentation and the overall customer experience.

Related Retail Insider stories:

Canada’s grocery sector remains strong with expansion and discount growth: JLL

By
Mario Toneguzzi
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New small format No Frills opens in downtown Toronto (CNW Group/Loblaw Companies Limited - Public Relations)

The Canadian grocery sector continues to show impressive resilience and growth, despite ongoing challenges in the broader retail landscape. 

According to Paul Ferreira, Senior Vice President at JLL, the country’s three major grocery chains—along with discount banners like No Frills—are thriving, with store counts increasing steadily across the nation. 

Paul Ferreira
Paul Ferreira

Ferreira notes that grocers are expanding to meet the demands of a growing population while also adapting to shifting consumer preferences, including changes in demographics and pricing strategies.

Grocery-anchored retail remains one of the most stable and sought-after asset classes in real estate, with post-pandemic recovery driving increased foot traffic to these centres. Ferreira highlights how grocery stores have responded to rising concerns over food prices by bolstering their discount offerings, with brands like Loblaws continuing to expand their No Frills banner in response to market pressures. As Canadians become more value-conscious, this shift towards budget-friendly shopping options is expected to continue gaining momentum in the year ahead.

The overall outlook for grocery-anchored retail is optimistic, with stronger co-tenant activity as increased traffic benefits surrounding retailers. As hybrid work models become the norm and more Canadians spread their shopping visits throughout the week, this increased footfall is proving advantageous for the broader retail real estate sector. 

Ferreira emphasizes that for both grocers and their retail partners, maintaining a robust and adaptable presence is key to staying competitive in this dynamic market.

JLL’s Grocery Report 2025 said grocers have remained resilient in the face of persisting (although improved) inflation and economic uncertainty, following through on their long-term growth plans and opening new locations. However, as consumer preferences change with the times, so must grocers. To better appeal to and maintain relevancy with consumers today, grocers continue to innovate, investing in their brands and services, further enhancing the grocery shoppers’ experiences.

Photo: Ad Age

“We have our three major grocery chains in Canada that have various banners underneath them. Through consolidation, over the years they have gotten stronger and stronger. We have seen considerable increase in store counts across the country. They’ve continued to grow across different banners, but they’ve always generally been in growth mode as population has grown and they’re expanding to meet those needs,” said Ferreira.

“And they’ve also been expanding and re-bannering stores to meet different responses to consumers. Whether that’s a changing demographic, a changing price point that perhaps might better suit a trade area. So we’re always seeing them respond to market changes. That’s always been inherent in our grocery industry in Canada and, and beyond.”

Ferreira said grocery-anchored retail has for a long time been the steadiest retail asset class.

“It’s been the most in-demand asset class from an investment perspective. it’s the type of retailers that want to be present in grocery-anchored retail that has been the kind of retailers that we’ve seen expand the most, especially in a post-pandemic environment where we’ve seen the most activity,” he said.

“Grocery prices have been very prominent in media discussion around the grocery industry. It’s been a kitchen table topic and a cocktail party topic of discussion for Canadians in general. That being said, I think we are seeing our grocers respond to the public, to Canadians’ call to see a growing response to the concern on prices. One of those responses is expanding their discount banners. We’re seeing Loblaw doing that across the No Frills banner. We’re seeing the other grocers re-bannering some stores. But we’re also seeing growth in the mainline store as well. 

“There’s data showing that visits to grocery stores in the post-pandemic era have increased and that is good for grocery-anchored real estate. Seeing traffic increase in those centres in general. If the grocers were able to report increased traffic, that’s good for all of the co-tenants that can feed off that traffic and that increase in traffic is both in response to new hybrid working conditions where people aren’t having to do their shopping in one day. They’re leaving it for multiple points throughout the week and perhaps more competitive shopping that we’ve seen in response to those higher prices where people are visiting multiple stores to try and get the most value for their grocery dollar.”

Retail leaders hesitant on AI investments: KPMG report

By
Mario Toneguzzi
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Photo By: Kaboompics.com
Photo By: Kaboompics.com

A significant 75% of retail leaders prefer to wait for the AI landscape to stabilize before making substantial investments, according to the latest KPMG International report, Intelligent retail: A Blueprint for Creating Value through AI-Driven Transformation.

Over half (60%) feel overwhelmed by the sheer volume of AI-related information and hype.

This research was based on insights from nearly 1,400 industry leaders across key global markets.

Outdated legacy systems, concerns about AI-specific risks, and regulatory compliance, can slow progress.

Other key retail findings:

  • A staggering 74% of retailers identify data management as a primary barrier to scaling AI.
  • Only 19% of retailers have a highly specialized and influential AI team driving strategy across their organization.

“Artificial intelligence isn’t just transforming retail; it’s disrupting it at its core, unlocking game-changing opportunities while forcing retailers to rethink how their entire business functions, from product design through to customer engagement. AI is the ultimate double agent — on one hand, it gives retailers the power to craft immersive, hyper-personalized experiences that captivate customers and streamline operations,” said the report.

“On the other, smarter tools empower consumers to hunt for better deals, compare products instantly and align purchases with their personal values — all with just a few clicks. The customer experience is now a high-stakes battleground, where loyalty can be won or lost in seconds. As consumer expectations escalate, retailers face relentless pressure to deliver seamless, frictionless and deeply personalized interactions across digital and physical spaces. 

“The collision of e-commerce, social commerce, omnichannel shopping and rapidly shifting buying behaviors has pushed traditional retail technology and operating models to their limits. To survive, retailers need more than just smarter tools; they need a radically more intelligent and adaptable approach. Retailers are already harnessing AI to supercharge personalization, predict customer needs before they arise, automate customer service with near-human precision and optimize inventory in real time. But this is just the beginning. Over the next five years, AI will likely obliterate the line between online and offline experiences, transforming retail into a seamlessly intelligent, hyper-personalized ecosystem where every interaction feels frictionless. 

“But here’s the catch — getting there isn’t automatic. To unlock this future, retailers need more than scattered AI experiments or isolated tools. They need a clear, strategic AI roadmap, modernized systems and collaborative teams that can bridge the gaps between data, technology and customer experience. This report, based on extensive research and interviews with leading retailers, is your guide to navigating this transformation. The future is still being shaped, but emerging trends and patterns provide a clear path forward. By identifying key actions that form a no-regrets approach, we’ll explore how to scale AI effectively, navigate common challenges and help unlock new opportunities for growth. Those who move fast, adapt wisely and embed AI at the core of their business won’t just keep up — they’ll set the pace.”

Isabelle Allen
Isabelle Allen

“In a sector already challenged by a high technology debt, retailers cannot look at AI as yet another line to manage in constrained budgets, or as the panacea for their current challenges. To unlock its potential, retailers must overcome inertia, embrace transformation and integrate AI as a core enabler of customer-centric sustainable growth,” said Isabelle Allen Global Head of Consumer & Retail.

The survey found that 82% of respondents believe that retailers that embrace AI will develop a competitive edge over those who do not.

The report said former Costco CEO Jim Sinegal famously observed that “retail is detail” success is about getting one million small details right every single day. 

“For decades, retailers built intricate, interdependent workflows to handle that complexity. But those legacy operating models and legacy systems, designed for a world of in-store, physical transactions, are now struggling under the pressure of today’s hyper-connected, always-on, infinite-choice shopping landscape. Historically, retailers would call all the shots; now the tables have turned and there has been a systemic shift from transaction to relationship-based commerce. Retailers have rushed to plug the gaps — rolling out AI in silos to boost efficiency and control costs, personalize experiences and drive sales. However, our research finds that most of these AI efforts are stuck behind departmental walls, with data trapped in isolated systems. Online, in-store, mobile, marketing, inventory, payments and last-mile delivery — none of them share data in the way AI needs it to, it said.

“Traditional retail tech, built for linear supply chains and one-size-fits-all customer journeys, simply can’t keep up with AI’s real-time requirement for data and speed.

“In the future, autonomous AI agents (agentic) won’t just support retail operations — they’ll run them. Imagine intelligent systems that autonomously interact with customers, adapt in real time to shifting preferences, manage end-to-end shopping experiences, and dynamically optimize inventory, pricing and service.”

“AI agents will likely become always-on digital advisors, delivering hyper-personalized experiences, anticipating needs before customers even think of them and automating routine service with near-perfect precision.”

Loblaw adds independent advisors to Patient Care and Quality Committee

By
Mario Toneguzzi
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Source- Loblaw
Source- Loblaw

Loblaw Companies Limited has appointed three external healthcare advisers to its Patient Care and Quality Committee of the Board of Directors. 

For two decades, pharmacists have been responding to an urgent need for more accessible healthcare. What began with administering flu shots in 2007, has become an important part of how Loblaw and Shoppers Drug Mart pharmacists are doing their part for patients who are increasingly turning to their local pharmacists for proven, convenient care for a growing number of specific acute and chronic conditions, said the company.

“The Company is a strong supporter of universal access to care within Canada’s single payor system. It is focused on continuing to adhere to the highest standards of care. The Committee takes its inspiration from public health systems across Canada and provides oversight, separate from business management, for quality improvement, risk management and incident response across Shoppers Drug Mart, Loblaw Pharmacies and Lifemark. It complements essential provincial regulatory oversight already in place in every jurisdiction in the country,” it said.

Formed in January 2025, the committee will benefit from each of the newly appointed advisors’ experience in quality care delivery, said Loblaw:  

Adalsteinn Brown
Adalsteinn Brown

Adalsteinn Brown, PhD: Currently Dean of the Dalla Lana School of Public Health at the University of Toronto, Dr. Brown has extensive experience in healthcare policy and governance, having previously served in the Ontario Ministry of Health where he drafted legislation governing health quality committees and co-chaired the COVID-19 Science Advisory Table.

Dr. Susan Shaw
Dr. Susan Shaw

Dr. Susan Shaw: As Chief Medical Officer for the Saskatchewan Health Authority and formally Board Chair for the Saskatchewan Health Quality Council, Dr. Shaw is a recognized leader in healthcare quality improvement and patient safety. Her career spans academia, advocacy, and senior leadership roles. Dr. Shaw currently sits on the Board of the Saskatchewan Health Quality Council.

Dr. Andy Smith
Dr. Andy Smith

Dr. Andy Smith: Dr. Andy Smith is a surgeon and leader in colorectal cancer management, and has served as President and CEO of Sunnybrook Health Sciences Centre since 2007. His board experience includes the Toronto Academic Health Sciences Network, ORNGE, Public Health Ontario, HealthCareCAN, and Toronto Innovation Acceleration Partners.

Galen G. Weston
Galen G. Weston

“The expertise and judgement these healthcare leaders bring to Loblaw’s Patient Care and Quality Committee will directly benefit the millions of Canadians who increasingly count on their local pharmacist for care,” said Galen G. Weston, Chair, Loblaw Board of Directors. “As the enhanced role of pharmacists continues to reduce pressure on Canada’s primary care system, I want to thank them for agreeing to serve.”

Jeff Leger
Jeff Leger

“The healthcare landscape is constantly evolving, demanding we reinforce our commitment to patient well-being,” said Jeff Leger, President, Shoppers Drug Mart. “Our pharmacists have been highly responsive to changing needs of the health care system and the guidance from these independent advisors will be instrumental in shaping our practices and ensure we exceed the expectations of our patients.” 

Loblaw is Canada’s food and pharmacy leader, and the nation’s largest retailer. Loblaw provides Canadians with grocery, pharmacy, health and beauty, apparel, general merchandise, financial services and wireless mobile products and services. With more than 2,500 corporate franchised and Associate-owned locations, Loblaw, its franchisees and Associate-owners employ more than 220,000 full- and part-time employees, making it one of Canada’s largest private sector employers.

It has more than 1,100 grocery stores that span the value spectrum from discount to specialty; full-service pharmacies at nearly 1,400 Shoppers Drug Mart® and Pharmaprix® locations and close to 500 Loblaw locations; PC Financial® services; Joe Fresh® fashion and family apparel; and four of Canada’s top-consumer brands in Life Brand®, Farmer’s MarketTM, no name® and President’s Choice.® 

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