2024 Youth of The Year Finalists Enjoy Baskin-Robbins Ice Cream. PHOTO: BGC Canada.
Baskin-Robbins Canada has delivered a cheque for $30,000 to BGC Canada (formerly Boys and Girls Clubs of Canada), which it raised through its their 2024 Pink Spoon fundraiser.
Held throughout the month of September, the campaign featured $1 from the sale of every Baskin-Robbins’ new Non-Dairy Real Fruit Smoothies, available in two flavours, fresh mango or strawberry, which was directed to BGC Canada, said the company.
Natalie Joseph
“Our partnership with BGC Canada has grown over the years, and we couldn’t be happier to support such a good cause,” said Natalie Joseph, spokesperson for Baskin-Robbins in Canada. “The success we’ve enjoyed with our annual fundraisers would not be possible without the generosity of our Canadian guests. Together, as champions of BGC Canada, we’ve made a real impact on the lives of young people across Canada.”
The fundraiser is part of an ongoing partnership between Baskin-Robbins and BGC Canada that includes scholarships, in-kind gifts and cause promotion. Collectively, these efforts contribute to BGC’s critical programs that empower youth to succeed and build brighter futures, added the company in a news release.
Brooke Duval
“We’re very grateful to Baskin-Robbins and its guests for their commitment to our work,” said Brooke Duval, Senior Director, Partnerships & Philanthropy at BGC Canada. “The funds raised will allow us to enhance our programs and support more youth across the country. We look forward to continuing our partnership with Baskin-Robbins and working together to build stronger communities.”
Since its inception, the Pink Spoon program has raised more than $165,000 for BGC Canada. The program’s vision is a world where children can enjoy the sweetness of childhood.
BGC West Scarborough ‘Ambassadors’ take time out of their busy day to thank Baskin-Robbins for its support of BGC Canada. PHOTO: BGC Canada.
Baskin-Robbins, founded in the United States in 1945, is the world’s largest chain of ice cream specialty shops, with more than 7,700 retail shops in 33 global markets. Celebrating 52 years in Canada, it operates 115 locations in Ontario, Quebec, Manitoba and British Columbia. Baskin-Robbins is part of the Inspire Brands family of restaurants.
For 125 years, BGC Canada (formerly Boys & Girls Clubs of Canada) has been creating opportunities for millions of Canadian kids and teens. As Canada’s largest child and youth serving charitable and community services organization, the Clubs open their doors to young people of all ages and their families at over 600 locations nationwide.
High-cost financing reliance: Credit cards are now the #1 financing tool for Canadian small businesses, posing long-term risks.
Regional and sector trends: Ontario led with job gains, while Quebec saw the steepest losses. Manufacturing and professional services saw significant declines.
Women-led innovation: Women-owned small businesses are leading in digital transformation, driving faster growth and higher confidence.
Ufuk Akcigit
Developed in collaboration with leading global economist Professor Ufuk Akcigitand his co-authors, the report reveals that while overall employment has grown year-over-year, small business growth is lagging, hindered by high interest rates making it harder for some to access financing to fuel growth. Small businesses that were hardest hit by this had up to 30 per cent lower revenue growth and up to four per cent lower employment growth than other small businesses.
“Rising borrowing costs and limited access to financing are taking a toll on the health of small businesses, contributing to declining employment,” said Akcigit, leading global economist and Arnold C. Harberger Professor of Economics at the University of Chicago.“Our research reveals that banks slowed by high interest rates also extended less credit to their small business customers. This reduction has stunted the growth of these businesses, underscoring the critical connection between affordable credit access and small business success across the country.”
The second Small Business Index Annual Report also highlights:
The Credit Card Trend:
Due to their accessibility, flexibility, and ability to address immediate financial needs, credit cards are a vital source of financing for small businesses. In fact, they are currently the number one source of financing for small businesses in Canada. In North America, more than 1 in 10 reported using credit cards for more than 75 per cent of monthly expenses. When asked about the proportion of expenses charged to credit cards, 57 per cent of Canadian small businesses are charging more than 25 per cent of their total monthly business expenses to credit cards. While small businesses with access to greater credit from banks have experienced faster short-term growth, the reliance on credit cards poses longer term risks by driving up the cost of growth and debt repayments.
Navigating Uneven Growth:
Over the 12 months, small business employment across Canada reflected uneven growth. Canadian small business employment grew by 126,600 jobs, but the pace of growth slowed during the summer of 2024. Despite this overall increase, five sectors, including manufacturing and professional services, experienced annual declines. The professional services sector (NAICS 54) lost 20,000 jobs over the same period, an annual decline of 4.23%, leaving 462,700 employees at small businesses. This was the fastest year-over-year decrease since 2015. Regionally, Ontario led the country with 126,700 new small business jobs, while Quebec faced the steepest decline, losing 27,100 jobs. These trends underscore the importance of providing targeted support to tackle regional and sector specific challenges within the small business landscape.
Tech-Savvy Women Entrepreneurs:
Small businesses that embrace digital transformation are outpacing their peers in growth, and women-owned businesses are leading this charge. Canadian women-owned small businesses are among the most digitally integrated, leveraging technology to drive higher productivity, accelerate revenue growth, and boost confidence in their operations. This trend highlights the critical role digital tools play in shaping the success and resilience of small businesses, particularly those led by women, who are setting the example of innovation and leadership in the evolving business landscape.
Simon Worsfold
“Small businesses play a key role in the health of the Canadian economy,” says Simon Worsfold, Head of Data Communications at Intuit QuickBooks.“This is why it’s so important for them to have access to a wide range of financing options. This can boost revenue and create jobs. While rising costs and the risks associated with credit card debt remain a concern, there are solutions.”
Nourcy café traiteur at Québec City Jean Lesage International Airport (CNW Group/Nourcy)
Nourcy has announced the opening of a concept exclusive to Québec City Jean Lesage International Airport (YQB): Nourcy café traiteur.
Starting in winter 2025, the terminal’s public area will have more for passengers, their companions, and airport employees to enjoy. In addition to its beloved café concept and ready-to-heat meal service, the restaurant will also offer an alcoholic beverage menu for travellers who would like to share a drink with loved ones either before their flight or upon arriving in Québec City, said the company in a news release.
Nicolas Nourcy
“We’re in the process of creating a concept specifically tailored to the needs of Québec City airport customers, whom I’ve been working with for the past five years. Everyone will be able to treat themselves in under ten minutes or sit comfortably and take their time to savour options like classic sandwiches or tasty Thai soup while waiting to cross into the secure area. Expect some new selections as well! This concept makes me want to innovate and keep coming up with new recipes,” said Nicolas Nourcy, owner of Nourcy.
The current counter, currently located on the 2nd floor of the terminal, near the walkway leading to the car park, will be relocated to a more spacious location that offers better visibility for customers, he said.
Nourcy café traiteur will be located near international flight arrivals, just before the checkpoint. Crowned by a magnificent pergola, its refined design will blend seamlessly with the terminal’s décor thanks to a collaboration with architectural firm Patriarche, added the company.
“Passengers, companions, and airport employees will continue to enjoy the Nourcy team’s efficient service, as well as the impeccable quality of the products they have offered at YQB for the past five years. A vending machine and coffee machine will be added, guaranteeing 24/7 access to a selection of fresh products outside opening hours,” it said.
Stéphane Poirier
“We are thrilled to continue our association with Nourcy, where for five years now, passengers and airport community employees have enjoyed high-quality service that reflects the colours and flavours of our wonderful region. We hope that everyone will enjoy the new concept, which will give people even more to enjoy at YQB around the clock,” added Stéphane Poirier, President and CEO of YQB.
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.
Sudbury-based Covergalls has entered into a new agreement with Mark’s Commercial, marking a significant step forward in providing workwear designed specifically for women in trades and heavy industries. This partnership will see Covergalls’ innovative designs, including coveralls, cargo pants, flame-resistant hoodies, and high-visibility workwear, distributed to all 383 Mark’s locations across Canada.
Mark’s Commercial, the business-to-business wholesale division of Mark’s, connects suppliers to a network of over 15,000 businesses nationwide. The agreement signifies a milestone for Covergalls, as their products, engineered to better fit the female form, will now have access to a broad and diverse customer base.
Tackling a Gap in Women’s Workwear
For years, women in trades like mining have voiced concerns about ill-fitting work apparel and personal protective equipment (PPE) designed predominantly with men in mind. These issues often lead to discomfort and even safety hazards.
Alicia Woods, founder of Covergalls
Alicia Woods, who founded Covergalls in 2013, is no stranger to these challenges. Having worked in the mining industry herself, Woods experienced firsthand the frustration of ill-suited workwear. Her determination to address this gap led her to create Covergalls, a brand committed to providing functional, comfortable, and safe clothing options for women in demanding industries.
Woods’ entrepreneurial journey gained national attention when she pitched her idea on CBC’s Dragons’ Den, a popular Canadian television show. Her pitch was met with enthusiasm, securing partnerships with three of the show’s prominent investors, propelling Covergalls into the spotlight.
A Step Towards Inclusivity in Mining
In an industry traditionally dominated by men, the presence of women in mining is steadily growing. Women now represent 16% of the Canadian mining workforce, according to the Mining Industry Human Resources Council (MiHR). While this number is below the national average across all industries, it highlights meaningful progress in increasing diversity in mining—a field historically less inclusive. Initiatives like Covergalls, which address the unique needs of women in the workforce, are playing a pivotal role in this transformation by empowering women to thrive in male-dominated environments.
Nationwide Availability Through Mark’s
Mark’s Commercial’s extensive network ensures that Covergalls’ products will reach female workers from coast to coast. With 383 Mark’s retail locations, the partnership offers an opportunity for greater accessibility to workwear that meets both functional and safety standards for women in trades.
Covergalls’ popular offerings include:
Coveralls tailored to fit women’s bodies, providing comfort and mobility.
Cargo pants designed with practical storage and durability.
Flame-resistant hoodies that combine safety and style.
High-visibility workwear, ensuring compliance with safety regulations while offering a better fit.
Driving Change in Male-Dominated Industries
The partnership between Covergalls and Mark’s Commercial reflects a broader movement toward inclusivity and equity in male-dominated industries. By offering gear tailored for women, the companies are helping to remove barriers that have long existed for female professionals in the trades.
The industry is gearing up for a transformative year full of significant economic challenges and emerging opportunities. Despite concerns about inflation and interest rates, many Canadians consider the industry to be a resilient and adaptable pathway to business ownership, offering solutions for those looking to become their own boss in a turbulent economy.
Druker shares insights into the sectors poised for growth and the trends shaping the industry in 2025:
Sectors to Watch: Low-cost, service-based franchises are expected to dominate, with rising interest in areas like residential cleaning, senior care, and home improvement.
The Rise of AI: Franchisors are leveraging AI to enhance customer retention, improve operations, and support franchisee success.
Economic Resilience: Franchising remains a viable pathway to entrepreneurship despite inflation and a shrinking job market, offering risk mitigation and proven business systems.
Generational Shifts: Millennials and Gen Z are increasingly turning to franchise ownership to achieve financial freedom and work-life flexibility.
The Franchise Canada Show is the only showcase produced by the CFA and has become the perfect destination for Canadians looking to own their own business, as they can gain valuable insights, explore franchise systems shaping the landscape for the year ahead, and learn from industry leaders and successful franchisees, all reputable and qualified brands.
Chick-fil-A, Inc. announced Wednesday the recipients of its 2025 Chick-fil-A True Inspiration Awards® grant program, marking a record-breaking year with US$6 million awarded to non-profits making an impact in ways that align with the company’s corporate social responsibility focus areas of caring for people, caring for communities, caring through food and caring for the planet.
Brent Fielder
“Chick-fil-A is honoured to invest in the impactful work of these incredible organizations that are creating meaningful change in their local communities,” said Brent Fielder, Vice President of Global Impact for Chick-fil-A, Inc. “From fighting hunger and providing educational opportunities to fostering environmental stewardship, these non-profits are shining examples of what it means to care for others and have a positive influence on the world. We are inspired by their work and grateful to partner with them on this journey.”
2025 By the Numbers:
US$6 million in grants, ranging from US$30,000 to US$350,000.
56 non-profit recipients, including the first non-profit recipient in the United Kingdom.
Since 2015, Chick-fil-A has awarded more than 350 True Inspiration Awards grants to non-profits across the U.S., Canada, Puerto Rico and now, the U.K.
Collectively, the company has contributed over US$33.8 million, impacting more than 500,000 people annually through expanded programs.
In Canada, Chick-fil-A awarded US$155,000 to recipients this year. Since 2021, the company has awarded more than US$660,000 in True Inspiration Award grants to organizations across the country.
The 2025 S. Truett Cathy Honoree is San Francisco non-profit Old Skool Cafe (OSC). OSC received a US$350,000 grant, the largest award for 2025.
“Founded in 2015 to honour the legacy of Chick-fil-A founder S. Truett Cathy, the True Inspiration Awards program annually supports organizations across the U.S. and internationally making a positive impact in their local communities,” said the company.
The company is the third largest quick-service restaurant company in the United States. More than 200,000 people are employed by independent owner-operators in more than 3,000 restaurants across the United States, Canada, and Puerto Rico. In 2023, the company shared plans to expand by 2030 into Europe and Asia.
The family-owned and privately held company was founded in 1967 by S. Truett Cathy.
January 15, 2025, marks ten years since Target Corporation announced its decision to exit the Canadian market, a retreat that continues to resonate in the retail industry as a cautionary tale. The decision, made after less than two years of operations in Canada, resulted in the closure of 133 stores, the loss of 17,600 jobs, and a pre-tax financial loss of $5.4 billion for the Minneapolis-based retail giant.
The story of Target’s entry and exit from Canada offers critical insights into the complexities of international retail expansion and the importance of delivering on customer expectations.
The Ambitious Entry
Target’s foray into Canada was initially met with excitement. In 2011, under then-CEO Gregg Steinhafel, the company announced its acquisition of the leaseholds for up to 220 Zellers locations from the Hudson’s Bay Company for $1.8 billion. This move was seen as a strategic coup, allowing Target to quickly establish a national presence in a market where it believed there was significant untapped potential.
The goal was ambitious: to open 124 stores across Canada by the end of 2013, representing one of the most aggressive retail expansions in the country’s history. With plans to generate profitability within a year, Target aimed to replicate its U.S. success by offering stylish, affordable goods in an elevated shopping environment.
PHOTO: TARGET CANADA
Missteps from the Outset
While the strategy appeared sound on paper, execution proved disastrous. Several missteps—from supply chain challenges to poor customer perception—led to Target’s downfall in Canada.
A. Supply Chain Failures
Target’s supply chain issues were among the most significant contributors to its struggles. The company underestimated the complexities of managing inventory across a new market. Distribution centres were not operationally ready when stores began opening, resulting in widespread stockouts. Customers walking into Target stores frequently encountered empty shelves, which eroded trust and tarnished the brand’s reputation.
Additionally, overstocking of less desirable products created inefficiencies, forcing stores to deeply discount items while failing to meet demand for high-turnover goods. This mismanagement was a stark contrast to the well-oiled supply chain operations that had made Target successful in the United States.
B. Pricing Discrepancies
Target’s Canadian stores failed to offer the same value proposition that its U.S. locations were known for. Pricing discrepancies between the two markets left Canadian shoppers feeling shortchanged. Many expected the same low prices they experienced at Target in the United States, but higher operating costs in Canada translated into higher retail prices.
C. Customer Experience Shortfalls
Compounding the issue was a narrower product selection compared to U.S. stores. Canadians were accustomed to a broader assortment south of the border and found Target’s Canadian shelves underwhelming. This mismatch in product offerings, coupled with persistent inventory issues, created an environment where customers left disappointed.
By early 2015, Target Canada had accumulated a staggering $2.1 billion in operating losses. Analysts estimated that the division would not achieve profitability until at least 2021—a timeline that was deemed untenable. The financial strain forced Target’s leadership to make the difficult decision to cease operations in Canada entirely.
CEO Gregg Steinhafel, who had spearheaded the Canadian expansion, faced criticism for his handling of the venture. His abrupt departure from the company in May 2014 underscored the turmoil within Target’s leadership. Following his exit, interim CEO Brian Cornell took the reins and ultimately made the decision to exit Canada.
The Announcement and Fallout
On January 15, 2015, Target announced it would liquidate its Canadian operations. The company filed for creditor protection under the Companies’ Creditors Arrangement Act (CCAA), a move that allowed for an orderly wind-down of its stores. Employees were offered a 16-week compensation package, while suppliers faced the prospect of unpaid invoices.
The announcement shocked the Canadian retail landscape. At the time, Target’s exit represented one of the largest corporate retreats in Canadian history. The decision also sparked debates about whether the Canadian market was inherently challenging for foreign retailers or if Target’s execution was uniquely flawed.
The Impact on Canadian Retail
Target’s departure had a profound impact on the Canadian retail sector. The 133 vacated locations left large gaps in retail real estate, disrupting shopping centres and creating opportunities for competitors.
A. Real Estate Ripple Effects
Retailers such as Walmart Canada, Canadian Tire, and Lowe’s quickly moved to acquire prime locations left behind by Target. These companies capitalized on the availability of large-format stores, using them to expand their presence and gain market share.
Other locations took longer to fill, with some remaining vacant for years. Shopping centres that relied heavily on Target as an anchor tenant faced declining foot traffic, forcing landlords to reevaluate their tenant mix and leasing strategies.
B. Competitor Gains
Target’s missteps allowed its competitors to strengthen their foothold in the Canadian market. Walmart Canada, in particular, benefited from the exit, solidifying its position as the dominant discount retailer in the country. The episode also underscored the resilience of Canadian retailers like Canadian Tire, which continued to thrive despite increased competition.
Target Canada Closing (PHOTO: CANADIAN GROCER)
Lessons Learned
Target’s Canadian experiment serves as a textbook case in the challenges of international retail expansion. Several key lessons have emerged from the venture:
Understanding the Market: Target underestimated the nuances of the Canadian market, from customer expectations to logistical realities. Successful international expansions require a deep understanding of local consumer behaviour and operational challenges.
Pacing Expansion: The aggressive rollout of 124 stores in one year strained resources and created operational inefficiencies. A slower, phased approach might have allowed Target to address issues before scaling up.
Delivering on Brand Promise: Target’s inability to replicate its U.S. value proposition in Canada—including pricing, product selection, and customer experience—proved fatal.
Effective Leadership: Strong, adaptable leadership is critical when entering new markets. Target’s leadership changes during its Canadian operations created instability and hindered decision-making.
The Decade Since
In the ten years since its exit, Target has focused on strengthening its U.S. operations and exploring international opportunities with greater caution. The retailer has invested heavily in e-commerce, same-day delivery services, and private label brands, positioning itself as a leader in the evolving retail landscape.
Meanwhile, the Canadian retail sector has continued to evolve. The rise of e-commerce, changing consumer preferences, and the growth of discount retailers like Dollarama have reshaped the market. While Target’s absence has left some Canadian shoppers nostalgic, most have moved on, embracing other retailers that have stepped in to fill the void.
Could Target Return to Canada?
Speculation about a potential Target re-entry into Canada persists, but the company has shown no signs of revisiting the market. Industry experts believe that any future attempt would require a fundamentally different approach, including a slower rollout, localized pricing strategies, and robust supply chain management. In the meantime, industry analysts are speculating that Target could enter the Mexican market after making recent investments in that country.
Conclusion
Target’s Canadian expansion was a bold but ultimately flawed venture that left an indelible mark on the retail industry. As the anniversary of its exit approaches, the lessons from its failure continue to resonate, serving as a reminder of the complexities and risks involved in international retail. While Target’s departure was a setback for Canadian shoppers who had hoped for a new retail experience, it has also become a pivotal case study in understanding how to navigate the challenges of cross-border expansion.
GoBolt, a technology company building the largest sustainable supply chain network, announced Wednesday it achieved 562% year-over-year growth in electric vehicle (EV) deliveries through its flagship service, GoBolt Parcel.
In 2024, GoBolt Parcel completed 1.5 million shipments powered by EVs, solidifying its leadership in sustainable logistics across Canada and the U.S, it said in a news release.
Mark Ang, co-founder of GoBolt
“Our 562% YoY growth in EV deliveries is a testament to our commitment to transforming an antiquated logistics industry into a more sustainable, forward-thinking one,” said Mark Ang, CEO of the company. “This milestone reflects the collective efforts of our team and merchant partners to create meaningful environmental change.”
Leading the Charge in Sustainable Logistics
The company said its transformative growth highlights the company’s dedication to reducing emissions and creating a more sustainable delivery network. In 2024, it completed 1.5 million shipments via electric vehicles, avoiding 1,090 tons of CO₂ equivalent (tCO₂e) — the same as eliminating the use of 111,267 gallons of gas. Additionally, GoBolt planted 35,028 trees in partnership with restoration platform veritree, further reinforcing its commitment to sustainability, it said.
Empowering Brands to Reduce Their Carbon Footprint
“Several leading brands with strong sustainability missions have partnered with GoBolt Parcel to significantly reduce their carbon footprint. These brands include North America’s largest athleisure retailer, the fastest-growing global marketplaces, and leading personal care companies. Many of these merchants now complete more than half of their deliveries using electric vehicles, with some achieving EV adoption rates close to 70% of their total shipments with GoBolt, said the company.
Record-Setting Quarterly Growth
“GoBolt’s 562% YoY increase in EV deliveries demonstrates its ability to scale sustainably. Quarterly EV deliveries surged from 156,000 in Q1 to 694,000 in Q4, a remarkable rise of over 345%. This consistent upward trajectory highlights GoBolt’s success in expanding EV-powered operations to meet the rising demand for sustainable delivery solutions,” it added.
After another challenging financial year, a new survey from TD Bank Group has found 49 per cent of Canadians surveyed still foresee inflation/cost of living as their biggest financial challenge this year, although this is down 9 per cent from last year.
Canadians appear to be feeling somewhat more financially optimistic as they head into the new year, with 24 per cent also stating they are feeling more confident about their finances in 2025, up 4 per cent from last year, said TD in a news release on Wednesday.
Emily Ross
“As 2024 came to a close with a fifth consecutive interest rate cut from the Bank of Canada, Canadians have responded with increased optimism,” said Emily Ross, VP, Everyday Advice Journey at TD. “Although the cost of living is still clearly a concern for many Canadians and again tops their list of financial challenges for 2025, the survey results indicate that things are moving in the right direction, and Canadians are starting to feel more positive about achieving their financial goals.”
Spending and saving decisions
The TD survey uncovered Canadians’ financial priorities in 2025, with 56 per cent of those surveyed indicating a main priority was their day-to-day expenses, down 3% from last year, saving and investing for the future (47 per cent) and paying down debt (30 per cent). Interestingly, Millennial Canadians were most likely to indicate paying down debt as a priority (38 per cent), compared to only 21 per cent of Boomers, said the report.
When it came to Canadians’ plans for spending, TD said the survey uncovered additional insights:
Over half (51 per cent) indicated their intention to cut back on spending, overall, down 4% from last year.
Among those not planning to, 42 per cent say it’s because they have already cut back as much as they can.
Gen Z and Millennials (49 per cent each) are more likely to say they have cut back as much as they can, compared to Boomers (35 per cent).
“While some will avoid cutting back further out of necessity, 12 per cent of Canadians surveyed indicated they won’t be cutting back simply because they don’t want to. In contrast, among those who will cut back, 63 per cent plan to do so by making fewer retail purchases of items like clothing and electronics, 56 per cent plan to eat out or order food less often, 52 per cent say they will shop around to save more on purchases, and 41 per cent say they will spend less on entertainment like concerts and sporting events,” it said.
Planning for financial growth
“Although the survey revealed Canadians’ 2025 financial goals, it also found that 61 per cent do not have a financial plan in place for 2025. In addition, 63 per cent of Canadians surveyed do not currently work with a qualified financial professional and 70 per cent don’t use budgeting tools like spreadsheets or mobile apps to help with their finances.”
TD said Canadians’ financial ambitions were also measured in the form of resolutions, and 61 per cent noted they had a financial New Year’s resolution in mind:
18 per cent said it was to build up their savings as much as they are able to;
15 per cent said it was to pay off their credit card or pay down debt;
