THE SECONDHAND SHIFT: CANADIANS SEEK MORE AFFORDABLE AND SUSTAINABLE OPTIONS FROM BUSINESSES, ACCORDING TO NEW NESPRESSO SURVEY (CNW Group/Nestle Nespresso SA)
Secondhand shopping is here to stay with three quarters of Canadians (74 per cent) having purchased secondhand products in the last 12 months, according to a new survey conducted by Nespresso Canada.
In a news release, the company said consumers are embracing this new way to shop.
“In an era where sustainability and financial considerations often come first, they turn to secondhand shopping because it not only allows them to save money (66 per cent) but is also better for the environment (68 per cent). As three Canadians in five (58 per cent) mention that they like giving items a second life by shopping secondhand, opportunities are numerous for businesses to lean in the movement and help make a difference,” said Nespresso.
“This new survey reveals that three in four (76 per cent) Canadians believe organizations need to embrace this movement and do more to repair and refurbish their products. Over half (55 per cent) are more likely to support or purchase from organizations that repair and refurbish their products. Yet this service doesn’t seem to be widely available as of now: only one in three Canadians (34 per cent) have heard of brands offering full circularity or refurbishment programs. Leaning towards sustainable options also paves the way for business growth, as three quarters of Canadians (76 per cent) expressed interest in purchasing a refurbished product from the original producer.”
The company said the interest in brand-led refurbishment programs is even greater for some products, especially those with substantial electrical parts, such as small appliances. In fact, over half of Canadians (56 per cent) would be most comfortable to buy a secondhand small appliance from the original producer, trusting its good working condition (65 per cent).
“When it comes to purchasing secondhand small appliances, including from an individual, uncertainty about their condition (57 per cent) and limited warranty (53 per cent) are the top barriers faced by Canadians. Fortunately, businesses have the power to overcome these barriers and offer programs that are truly suitable for consumers’ needs. That said, expectations remain high: Canadians expect a discount (71 per cent) and a perfectly clean product (64 per cent) when buying directly from the source,” added Nespresso.
It recently launched its RELOVE program in Canada, which enables coffee lovers across the country to give a second life to selected Nespresso coffee machines and to purchase refurbished machines without having to compromise on quality.
Carlos Oyanguren
“Canadians have spoken – now more than ever, they are looking to give a second life to their product and for more sustainable ways to shop, and they are holding businesses accountable. At Nespresso Canada, we are proud to offer coffee lovers a way to align their love of exceptional coffee with their values. With RELOVE, we are offering a new alternative for Canadians to enjoy Nespresso coffee, without compromising on quality or experience,” said Carlos Oyanguren, President of Nespresso Canada. This innovative program is part of Nespresso’s long-term and broader commitment to sustainable development and a circular economy.
Nespresso is a Certified B Corp.Headquartered in Vevey, Switzerland, Nespresso operates in 93 markets and has 14,000 employees. In 2023, it operated a global retail network of 791 boutiques.
Polar Ice Vodka and BeaverTails team up for a limited-edition holiday classic! (CNW Group/Corby Spirit and Wine Communications)
Polar Ice Vodka has announced its partnership with BeaverTails to serve up what they describe as the ultimate Canadian collaboration – Polar Ice Cinnamon Sugar Vodka.
“This innovative spirit brings together the smooth finish of Polar Ice Vodka with the warm, nostalgic flavour of Beavertails’ iconic cinnamon sugar pastry. Think warm cinnamon spice meets just the right amount of sweetness,” the company said in a news release.
Polar Ice Vodka and BeaverTails team up for a limited-edition holiday classic! (CNW Group/Corby Spirit and Wine Communications)
“The new flavour is delicious as a shot, mixed with cola for a no-fuss holiday drink or can be served up in an Espresso Martini cocktail if you’re feeling fancy. The perfect accompaniment for Canadians to enjoy holiday moments with friends and family.”
Meghan Ouellet
“Polar Ice has remained dedicated to introducing innovative flavours over the past few years, and our Cinnamon Sugar Vodka reflects our mission to provide Canadians with enjoyable and fun flavour experiences,” said Meghan Ouellet, Brand Manager, Polar Ice Vodka at Corby Spirit and Wine. “This limited-edition offering was inspired by consumer demand for cinnamon sugar flavours, and our partnership with BeaverTails has helped bring the spirit to life in true Canadian fashion.”
The brands said they will be activating at select retailers across Canada throughout November and December, where shoppers will have the opportunity to enjoy a Classic BeaverTails pastry along with the purchase of Polar Ice Cinnamon Sugar Vodka.
Michelle Aboud
“As a beloved Canadian treat, BeaverTails has been delighting taste buds since 1978, and we are thrilled to partner with a Canadian brand like Polar Ice Vodka for this new holiday flavour,” said Michelle Aboud, VP Marketing, Beavertails. “This collaboration brings the taste of our original recipe and most popular pastry to your glass, creating a uniquely Canadian experience that embodies the spirit of the holidays.”
Patrick Marcovecchio
“BeaverTails has always embraced innovation, and our collaboration with Polar Ice Vodka marks the start of a fantastic celebration that pays tribute to our Canadian traditions and flavours,” said Patrick Marcovecchio, Director of CPG / Licensing at BeaverTails. “We look forward to continuing to offer consumers unique experiences that elevate the BeaverTails brand.”
Polar Ice Cinnamon Sugar Vodka will be available across Canada to celebrate the season, while supplies last.
Retail executives are making artificial intelligence the cornerstone of their supply chain improvement strategies to stay ahead of the curve.
A new study of senior retail executives, including VPs, directors, and senior managers from leading global retailers and brands, revealed a decisive trend: AI has emerged as the top priority for supply chain managers, with 28 per cent of brands ranking AI implementation as their most critical focus over the next three years.
This embrace of AI is driven by the need to enhance efficiency across supply chains, just ahead of other pressing goals such as increasing agility and resilience (26 per cent) and scaling operations to support aggressive growth (22 per cent).
AI had long been anticipated to be a game-changer in retail. Now it is fully arriving in the supply chain sector, creating transformative impacts almost overnight. This technology is rapidly bringing speed and efficiency to a new level, while also becoming a critical tool in retail’s drive toward sustainability, as tightening global regulations have made it increasingly difficult to maintain compliance and efficiency without sophisticated digital systems.
For example, by optimizing routes and inventories, AI helps reduce unnecessary fuel consumption and waste. AI-powered tools are revolutionizing traceability by automating chain of custody verification and documentation, ensuring compliance with sustainability regulations. They also transform audit and risk management, analyzing supply chain data to predict risks and improve product quality while reducing costs.
Michael Hung, Chief Executive Officer of TradeBeyond
We’re already seeing some of retail’s biggest names leveraging AI in their supply chains with impressive results. Walmart and Amazon are using AI-powered robots in fulfillment centers to manage inventory, process orders, and optimize storage space. They’re also utilizing predictive analytics to forecast demand, ensuring products are available when and where they are needed.
Zara is similarly using AI for demand forecasting and inventory management, analyzing sales data, social media trends, and other data sources to predict fashion trends more accurately and adjust accordingly, minimizing overproduction and stockouts.
For instance, Amazon’s Proteus and Sparrow robots, which incorporate advanced automation and AI-driven capabilities, help with sorting packages and managing inventory, enhancing both efficiency and safety.
Meanwhile, Walmart’s use of Symbotic’s AI-powered system has enabled it to fulfill online orders faster and with greater accuracy. This shift toward automation is allowing these retailers to stay competitive and meet increasing consumer demands.
All this is just the beginning. As AI evolves, it’s poised to take on even more complex roles.
Future applications are on track to extend into autonomous decision-making where AI systems will not only predict but also make real-time adjustments to supply chains without human intervention.
Advanced AI is likely to manage most end-to-end supply chain processes, from raw material acquisition through to customer delivery, allowing the promise of the most efficient supply chain control tower approach to take shape. This deeper integration promises to transform traditional supply chain models into dynamic, predictive networks that can more adeptly respond to global challenges and market fluctuations.
Building the Data Foundation for AI
Brands and retailers are understandably eager to leverage AI in their supply chain operations, but in truth many have not yet created the digital infrastructure to do so.
One major obstacle preventing businesses from realizing AI’s potential is the lack of organized, centralized, real-time data. To overcome this, companies need to start creating a central repository of supply chain data at the PO, SKU, and factory levels.
The foundation for optimizing the benefits of AI for any organization lies in the ability to interconnect thousands of data points from multiple data sets across your enterprise, both proprietary, company-specific data as well as external environment data points from a range of outside databases. That requires aggregating all data from early-stage planning through the creation of product specifications, onto sourcing, costing, and logistics, and including detailed information on all suppliers along the supply chain up to the Nth tier.
It’s only once businesses have established effective data management that they can begin unlocking AI’s full potential.
Digitalizing with a multi-enterprise platform ensures that data is current, accurate, and accessible, setting the foundation for leveraging AI. These platforms provide real-time supply chain visibility, allowing businesses to monitor their supply chains continuously, identify potential issues before they escalate, and make informed decisions based on accurate, up-to-date information.
Establishing this robust digital infrastructure is the key to equipping AI with the data it needs for predictive analytics and automated decision-making.
Already these platforms are deploying AI in innovative ways, and their capabilities are continually expanding. New AI-powered chain of custody tools significantly enhance traceability by automating documentary verification and documenting the chain of custody of all materials.
These tools proactively assess compliance risks and ensure that every link in the supply chain meets your company’s standards of sustainability and prepare all chain of custody documents necessary to comply with global ESG regulations. By automatically scanning and vetting all documents against multiple databases of blacklisted entities and identifying gaps or missing documentation before shipping, this AI dramatically simplifies compliance with global ESG laws like the Uyghur Forced Labor Prevention Act.
AI is also reimagining quality management. Innovative new AI-powered PO Line Risk Rating functionality optimizes quality inspections by leveraging artificial intelligence to analyze thousands of data points around risk factors such as product type, materials used, and country of origin, assigning a percentage risk score to each purchase order line. These capabilities allow businesses to proactively identify and address high-risk PO product lines, so they can prioritize quality inspections around high-risk items, reducing inspection costs while increasing product quality.
As retail stands on the brink of a digital revolution powered by AI, the opportunities for transformation are immense. Retailers that can effectively integrate AI into their supply chains will not only achieve greater operational efficiencies but will also gain competitive advantages in agility, customer satisfaction, and sustainability.
To fully capitalize on AI’s growing potential, brands and retailers must prioritize the digitalization of their supply chain now or risk missing out on critical advancements and falling behind industry leaders.
Facade of the Holt Renfrew flagship store at 50 Bloor Street West in Toronto. Photo: Craig Patterson
Luxury multi-brand retailer Holt Renfrew is preparing for the grand opening of its newly renovated men’s department on the third floor of its 50 Bloor Street West flagship in Toronto. Set to debut on December 5th, the new men’s section will consolidate the menswear collection back into the main store after over a decade of operating a standalone men’s store at 100 Bloor Street West.
Sebastian Picardo
Sebastian Picardo, President and CEO of Holt Renfrew, spoke about the significance of the new men’s department during a media preview, sharing the retailer’s vision for the flagship transformation. “We’re not just unifying our men’s and women’s collections under one roof; we’re creating a space where style, culture, and community come together,” said Picardo. “ON3 will be a place of discovery, where customers can engage with everything from fashion and beauty to art, music, and special events. It’s about more than shopping—it’s about creating connections and experiences.”
Picardo emphasized that ON3, the newly branded third-floor space, will embody Holt Renfrew’s values of warmth, inclusivity, and self-expression, bringing new energy to the flagship store. He also thanked Holt Renfrew’s loyal customers for their patience during the months-long renovation process. “We’re proud of this transformation and excited to welcome our customers back to a space that truly represents the future of Holt Renfrew.”
Current Holt Renfrew Men store at 100 Bloor St. W. in Toronto. Photo: Craig PattersonRendering of the men’s footwear area on the third floor of the new Holt Renfrew men’s store at 50 Bloor St. W. in Toronto. Image: Studio Paolo Ferrari
Women’s Department Transformation Sets the Stage for Men’s Opening
The third floor of Holt Renfrew’s Bloor Street flagship has already undergone significant updates. In July of this year, the women’s contemporary department reopened with bold new interiors designed by Studio Paolo Ferrari in collaboration with Gensler. The reimagined space features bright carpeting and plants suspended from the ceiling, creating an inviting atmosphere in the Denim Lab, where only women’s denim is currently housed. The expansive women’s section includes updated spaces for brands such as SKIMS, H Project, and popular contemporary designers like Vince, Theory, Frame, Alexander Wang, and Ganni.
The Denim Lab will soon expand to include men’s denim, creating a shared shopping experience between the two collections. The addition of men’s denim will coincide with the opening of the men’s department, offering a more fluid and communal retail space. Holt Renfrew’s design team worked closely with Ferrari and Gensler to ensure that the updated floor reflects the store’s values of sustainability, modernity, and flexibility.
Rendering of the men’s glasses area on the third floor of the new Holt Renfrew men’s store at 50 Bloor St. W. in Toronto. Image: Studio Paolo FerrariRendering of the third floor of the new Holt Renfrew men’s store at 50 Bloor St. W. in Toronto. Image: Studio Paolo Ferrari
Personalized Services and New Design Elevate Men’s Shopping Experience
The men’s department, designed with the same attention to detail as the women’s space, will offer a highly personalized and interactive shopping experience. Allan Tse, VP of Experience Design at Holt Renfrew, highlighted some of the department’s key features during the preview. “The space will feature open-fitting rooms, a dedicated men’s studio, and even a men’s grooming pavilion,” Tse said. “We’ve created a flexible floor plan with suspended hang rails to allow for easy reconfiguration by the visual merchandising team. This will keep the space dynamic and fun for our customers.”
New skylight on the third floor of Holt Renfrew at 50 Bloor St. W. in Toronto. Photo: Craig PattersonRendering of the men’s grooming area on the third floor of Holt Renfrew at 50 Bloor St. W. in Toronto. Rendering: Studio Paolo Ferrari
Sustainability was a top priority in the renovation process. Holt Renfrew’s Greenbuild Guidelines were followed closely, including the use of energy-efficient LED lighting, HVAC modernization, and the retention of the original travertine flooring to minimize waste. This focus on sustainability is echoed throughout the design, which also incorporates Canadian artistry. Notably, the men’s department will feature a Tobermory-inspired mural by artist Dahae Song and a textile-based installation by Liz Pead, created using upcycled fabrics from Canadian vendor Jack Victor.
As Picardo explained, the design of the men’s department is about more than just aesthetics: “We wanted to create a space that feels vibrant, contemporary, and true to our Canadian roots. It’s about bringing the best of luxury retail together with art and culture to create a space that our community will love.”
Denim area at the centre of the newly renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Men’s denim will be added in December of this year when the new men’s store opens in an area adjacent on the same floor. Photo: Holt Renfrew. Women’s contemporary area on the renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew.
December 5th Launch Brings New Energy to Holt Renfrew
To celebrate the opening of the men’s department, Holt Renfrew will host a series of exciting events and pop-up shops. The launch will feature a Louis Vuitton Mens pop-up space, showcasing the brand’s latest collections, alongside a Johnny Walker bar and retail installation for the holiday season. These activations are part of Holt Renfrew’s strategy to keep the shopping experience engaging and fresh for customers.
“We’re partnering with some of the biggest names in luxury fashion, art, and culture to bring our customers something truly unique,” Picardo noted. “The men’s department will not only be a destination for fashion but also a place where people can experience art, attend special events, and even enjoy live music.”
H-Project area on the renovated third floor of Holt Renfrew at 50 Bloor Street West in Toronto. Photo: Holt Renfrew. Under construction: A Longchamp concession on the mezzanine level of of Holt Renfrew at 50 Bloor St. W. in Toronto. The space was formerly occupied by Belgian luxury brand Delvaux. Photo: Craig Patterson
The new third-floor space will unite both men’s and women’s fashions, reflecting the retailer’s focus on inclusivity and fluidity in design. The December 5th opening will mark the next phase in Holt Renfrew’s transformation, positioning the Bloor Street flagship as a premier shopping destination in Toronto’s Bloor-Yorkville area.
As the opening date approaches, Holt Renfrew is working around the clock to finalize the space. Picardo shared his enthusiasm for the project’s progress. “We’ve been under construction for several months, but we’re excited to be in the final stages. Our team has worked incredibly hard to make this vision a reality, and we can’t wait to share it with our community.”
See below for photos of the men’s ‘Studio’ space on the third floor of Holt Renfrew at 50 Bloor St. W. in Toronto.
Men’s ‘Studio’ space on the third floor of Holt Renfrew at 50 Bloor St. W. in Toronto. Photo: Craig PattersonMen’s ‘Studio’ space on the third floor of Holt Renfrew at 50 Bloor St. W. in Toronto. Photo: Craig PattersonMen’s ‘Studio’ space on the third floor of Holt Renfrew at 50 Bloor St. W. in Toronto. Photo: Craig Patterson
Canada is the only country in the Western Hemisphere with an end-to-end supply chain for electric vehicles (EV). Its EV manufacturing industry is the envy of the world. However, a cooling demand for EVs, caused by slower-than-expected consumer adoption, is disrupting the industry. Suppliers are now navigating a new headache: how to adjust their real estate footprints while still being prepared when demand inevitably ticks back up.
Similarly to the non-EV auto industry, the fledgling EV industry requires long-term investments and multi-year advanced planning. But for EVs, it’s harder to predict consumer preferences and regulatory changes. There’s also less robust infrastructure in the form of battery charging stations that keep electric vehicles running over long distances, increasing the level of risk taken on by industry participants when making long-term investments.
Canada benefits from a plethora of advantages, which have secured the country’s dominant place in the global EV supply chain. It possesses rich stores of natural resources needed from beginning to end of the EV lifecycle, including reserves of cobalt, graphite, lithium, and nickel, as well as sustainable hydroelectric power. The country boasts an educated workforce, a culture of preserving and restoring its environment, and the political will to offer incentives specifically earmarked to support the EV industry. Canada also enjoys the advantage of geographic proximity to the United States, including the U.S. “Battery Belt.”
Elected officials in the U.S. and Canada reacted to early consumer enthusiasm about EVs with a rapid rollout of financial incentives for manufacturers. However, several factors, such as consumers’ “range apprehension” or concern about access to EV charging stations due to a lack of infrastructure, as well as generational differences, have meant forecasts about EV adoption have proved overly optimistic– for now.
Individual car owners and households are the driving force behind slower-than-expected EV adoption. In contrast, large corporations and government entities with fleets of vehicles have been early EV adopters, as this transition is a key component enabling them to execute their ESG and decarbonization commitments.
Brandy Burdeniuk
“Corporate and governmental ESG commitments trickle down to large procurement and purchasing decisions that have resulted in entire fleets of electric vehicles. However, in an industry as volatile as the EV industry, you tend to miss projections. The industry assumed the adoption rate would be higher than it is right now. They’re adjusting to that, and we’re starting to see the ramifications,” said Brandy Burdeniuk, Director of ESG, North America, Avison Young.
Manufacturers expect EV demand to continue growing, albeit slower than initially expected. In the meantime, they are planning a ramp-up in demand for hybrid cars and a long tail, during which consumers will continue to use combustion cars as part of the broader energy transition.
As a result, some EV manufacturing occupiers of real estate and land, from the EV battery suppliers to the recycling plants, and every EV supply chain company in between, are currently faced with an underutilization challenge.
Sanjiv Chadha
“We are hearing from suppliers and seeing from the Original Equipment Manufacturers (OEMs) that they are revising their strategies for EVs and pivoting more towards hybrid and gas combustion engines. There’s a trickle-down effect throughout the supply chain,” said Sanjiv Chadha, Principal, Occupier Services, Avison Young.
“The manufacturing sector is undergoing significant changes. Many industrial facilities are being repurposed to accommodate new technologies. However, adjusting production capabilities comes with considerable risks, challenges and uncertainties in today’s dynamic market environment. Right now, we are working with companies who are reassessing their real estate portfolios, considering partial divestments or rightsizing of their properties.”
Lightspeed Commerce Inc., based in Montreal, has rolled out a series of insight-driven product updates aimed at giving retail and hospitality businesses deeper analytics and operational efficiencies. These latest innovations, released for Q2 2024, help merchants leverage data to improve decision-making and streamline workflows, ensuring businesses can adapt swiftly to changing market demands.
Improved Retail Insights for Increased Sales and Better Efficiency
Among the key updates is the introduction of Retail Insights, a tool designed to help merchants avoid stockouts and missed sales. By analyzing both real-time and historical data, retailers can forecast demand more accurately and manage inventory more efficiently. This allows for preemptive purchase orders, ensuring that retailers have the right products available when customers need them, which boosts sales while reducing overstocking issues.
Lightspeed also launched a new Offline Mode, allowing merchants to process sales even during internet outages. The system stores transactions locally until the connection is restored, ensuring smooth operation during any network disruptions. Additionally, the new Multi-Location Ordering feature makes it easier for retailers to distribute stock across multiple locations with a single purchase order. This innovation simplifies inventory transfers, saving time and reducing logistical headaches.
The UK market is also benefiting from Lightspeed’s Instant Payouts feature, enabling retailers to access funds immediately after each transaction. This tool, already available in the U.S., ensures merchants can manage cash flow effectively, even on weekends and holidays, providing the financial flexibility needed to grow and scale.
Lightspeed head office in Montreal. Image: Lightspeed
AI-Powered Insights for Hospitality Businesses
For the hospitality sector, Lightspeed has unveiled AI-driven Benchmarks & Trends. This tool uses machine learning to give restaurateurs a competitive edge by providing industry-wide data to identify trends and performance benchmarks. These insights can help businesses boost revenue, optimize operations, and stay ahead of competitors in a crowded market.
Lightspeed’s new Sales Summary page offers a clearer view of sales performance, using enhanced data visualization to identify busy periods and pinpoint areas for improvement. This page helps businesses track performance more effectively, offering a real-time overview of where losses may be occurring and how to address them.
In addition to these updates, the integration of Happy Hour pricing into the Order Anywhere system allows hospitality businesses to dynamically adjust prices, enabling customers to take advantage of special offers online, directly from their table. Lightspeed’s focus on flexibility continues with a new bulk menu management feature that allows restaurateurs to manage large-scale updates to their menus quickly and efficiently. Furthermore, the introduction of partial refunds directly from the POS provides greater flexibility in customer service, enhancing overall satisfaction.
eCommerce Innovations and Customization Tools
Lightspeed is also enhancing its eCommerce platform with new tools that offer more customization options. The platform now supports the creation of custom sections for Lightspeed’s Instant Site, giving merchants the ability to design a unique online store that aligns with their brand’s vision. This allows businesses to craft a more personalized customer experience, ensuring their online presence matches their physical stores.
Lightspeed’s commitment to helping businesses succeed is reflected in these new updates, which are designed to provide merchants with the tools and insights they need to stay competitive in today’s fast-paced retail and hospitality industries. As Lightspeed continues to innovate, its platform remains a key asset for businesses looking to streamline their operations and optimize performance.
Canadian outerwear brand Moose Knuckles has launched Moose Lab, an innovative platform for creative collaborations. The first project, a capsule collection designed by the brand’s Global Artistic Director, Carlos Nazario, reimagines Moose Knuckles’ heritage by blending military-inspired outerwear with contemporary fashion. This collection draws from the brand’s Canadian roots, known for technical expertise and bold outerwear design.
First Moose Lab Capsule: A Creative Vision by Carlos Nazario
The Moose Lab capsule collection by Carlos Nazario consists of 12 unique pieces, each combining elements of Moose Knuckles’ signature outerwear with Nazario’s personal aesthetic. The collection merges technical functionality with high-fashion design, resulting in a line that is both protective against cold climates and deeply stylish. This balance is highlighted through the use of luxurious materials such as leather, Mongolian wool, down, and shearling.
Nazario drew inspiration from the bold, oversized silhouettes of the 1990s, blending these iconic elements with the rugged, protective design Moose Knuckles is known for. The collection’s focus on utilitarian functionality is a nod to the brand’s origins in cold-weather military apparel, while the contemporary designs reflect Nazario’s vision for the future of luxury outerwear. The collection includes outerwear and accessories that reflect both Moose Knuckles’ heritage and Nazario’s creative direction.
Nazario commented on the collaboration, saying, “For me, outerwear is more than just a practical necessity; it’s an extension of personal style. Growing up in New York City, outerwear played a huge role in my identity. This capsule collection draws inspiration from the coats that first made me feel truly sophisticated. I wanted to blend Moose Knuckles’ roots in military apparel with the glamour and craftsmanship that make these pieces stand out in a modern context.”
Moose Knuckles Moose Lab Capsule Embodies Utility and Style
The campaign for the capsule collection, shot by photographer Vito Fernicola, features a diverse group of models, many of whom are close friends and collaborators of Carlos Nazario. This casting highlights the personal connection Nazario has to the collection, with each model bringing their own unique style and authenticity to the campaign. The bold, oversized pieces are featured prominently, reinforcing the message that the collection is designed to merge protection and fashion seamlessly.
The Moose Lab capsule not only represents the evolution of the brand but also reflects its ongoing commitment to innovation and craftsmanship. According to Victor Luis, Executive Chairman of Moose Knuckles, the capsule is a perfect representation of the brand’s blend of utility and luxury: “Carlos has reinterpreted Moose Knuckles’ heritage in a way that feels both functional and glamorous. This collection is a testament to our dedication to pushing boundaries while staying true to our core identity.”
The Moose Lab by Carlos Nazario capsule collection officially launched on October 22nd, 2024, and will be available exclusively on Mooseknuckles.com as well as at select Moose Knuckles retail stores across Canada.
KaleMart24 near the Bell Centre in Montreal. Photo: KaleMart24
KaleMart24, a natural convenience store chain, has expanded its footprint with the opening of its third location at 1055 Rue de la Montagne, adjacent to Montreal’s Bell Centre. This latest opening on October 4, 2024, marks a significant step forward in the brand’s mission to provide health-conscious consumers with convenient access to sustainable and organic products. With a focus on wellness, KaleMart24 continues to redefine the convenience store model by blending environmental sustainability with everyday shopping needs.
Founded by Oussama (Sam) Saoudi, CEO of Montreal-based Toro Beverages, KaleMart24 has quickly gained recognition for its innovative approach to convenience retail. Saoudi’s background in the beverage industry—having introduced Canada’s first matcha-powered energy drink through Toro Beverages—has shaped his vision for KaleMart24 as a destination for eco-conscious shoppers. The brand has been described as the “Whole Foods Market” of convenience stores, with a unique focus on organic products and environmentally friendly practices.
KaleMart24 near the Bell Centre in Montreal. Photo: KaleMart24
KaleMart24’s Third Store Brings Sustainable Convenience to Downtown Montreal
The new store near the Bell Centre is the largest of KaleMart24’s three locations, covering 2,055 square feet. It offers a carefully curated selection of organic snacks, eco-friendly household items, and a dedicated section for organic pet products. The location was chosen for its high-traffic area, catering to busy urbanites looking for quick, healthy options.
KaleMart24’s expansion reflects growing consumer demand for sustainability in the retail space. The store uses biodegradable packaging and energy-efficient lighting to reduce its environmental impact. In line with its sustainability goals, the brand worked with renowned architecture and design firm Benoy to create a modern, environmentally friendly space.
KaleMart24 near the Bell Centre in Montreal. Photo: KaleMart24
Saoudi emphasizes the importance of accessibility: “Our goal is to make sustainable living easy for people on the go. By offering convenient access to healthier options, we hope to encourage consumers to make choices that support both their well-being and the planet.” KaleMart24 offers mobile-savvy shoppers contactless payment options and a loyalty program, further enhancing the shopping experience.
KaleMart24 Targets Further Expansion Beyond Montreal
KaleMart24’s growth is set to continue with ambitious plans for further expansion. In addition to the Bell Centre store, the company has opened locations at the Berri-UQAM Metro Station and Jarry Metro Station. These high-traffic transit hubs offer ideal spots for the brand’s health-conscious convenience model.
KaleMart24 near the Bell Centre in Montreal. Photo: KaleMart24
With three stores now operating in Montreal, Saoudi has his sights set on expanding beyond Quebec. “We’re aiming to open 10 to 15 stores across Montreal, but we’re also looking at Ontario,” Saoudi said. The company has secured a franchise agreement in Ottawa, where it plans to open its first store outside of Quebec. Toronto is also a key target, with the brand expected to launch there by the end of the year.
In collaboration with Tony Flanz at brokerageThink Retail, KaleMart24 is pursuing a strategy focused on high-traffic, street-front locations ranging from 1,000 to 1,500 square feet. The expansion will meet the rising demand for sustainable and healthy convenience options among Canadian consumers, especially in urban areas.
Ontario’s Bill 190, part of the Working for Workers Five Act, is poised to bring significant changes to the way retailers in the province handle job postings, salary disclosures, and candidate interactions.
Salary Transparency: A Double-Edged Sword for Retailers
One of the most discussed provisions of Ontario Bill 190 is the mandatory disclosure of salary ranges in job postings. According to Sears, this requirement aims to address wage inequality, particularly for women and minority groups who have historically earned less than their counterparts. In retail, where wages have traditionally been flexible, the change is expected to challenge employers in balancing transparency with the need to manage labor costs.
Suzanne Sears. Image via LinkedIn
“Retailers are already facing increased wage pressures, especially with the recent minimum wage hike to $17.20 per hour,” explains Sears. “Now, having to post salaries or salary ranges could lead to wage inflation. Employees who see job postings with higher wages than they’re currently earning will expect pay adjustments, which could create internal discord and strain budgets.”
She said that for instance, if a retailer advertises a position at $20 per hour, existing employees may demand a similar rate, creating a ripple effect across the organization. Sears notes that while transparency is necessary for wage equity, it could complicate operational costs for retailers already grappling with economic challenges.
How Ontario Bill 190 Aims to Address Wage Inequality
The bill’s focus on salary transparency is part of a larger effort to tackle wage inequality. Sears said that for years, women and minorities have earned less than men in similar roles, particularly in industries like retail. By enforcing wage disclosure, Bill 190 hopes to level the playing field and ensure that all candidates, regardless of background, receive fair compensation.
Sears believes this could be a game-changer for retail. “Retail has long been a space where wage disparities exist, especially in mid-level and senior management roles. By making salaries public, it encourages employers to be more consistent and fair in their compensation practices,” she says. However, Sears also acknowledges the concerns many retailers have about rising labor costs and the potential for wage inflation as a result.
Organizations should conduct thorough job analyses before posting listings by determining a job’s core skills and characteristics. (Shutterstock)
False Job Postings and Increased Efficiency in HR
Another significant amendment in Bill 190 is the requirement for accurate job postings. In many large retail operations, automated applicant tracking systems (ATS) are set to post jobs when an employee leaves, even if there’s no immediate need to fill that position. According to Sears, this often leads to a flood of applications for non-existent jobs, wasting both the candidates’ time and the HR department’s resources.
“False job postings create confusion and inefficiencies,” says Sears. “Now, with Bill 190, retailers must ensure that only real, available positions are posted online. If they don’t, they risk facing fines, and that will push HR teams to be more diligent in their hiring processes.”
Sears sees this as a positive development for both employers and job seekers, as it will reduce the number of irrelevant applications and streamline the hiring process. By ensuring job postings are accurate and up to date, she says retailers can focus on hiring qualified candidates without being overwhelmed by unnecessary applications.
The Role of AI in Retail Hiring and New Compliance Measures
The use of artificial intelligence (AI) in hiring has been growing across industries, including retail hiring. However, Sears highlights how AI tools, while efficient, have also created issues in diverse workforces like Canada’s. AI-driven recruitment tools, which screen resumes and conduct initial interviews, have sometimes led to unintentional bias, screening out candidates with non-native accents or from minority backgrounds.
Bill 190 now requires retailers to inform candidates upfront if AI will be used during the hiring process. Sears views this as a critical step toward transparency.
“In Canada, we have a diverse workforce, and AI systems are not always equipped to handle that diversity fairly. Many candidates with accents or unique cultural backgrounds have been unfairly screened out,” she explains.
By mandating that retailers disclose AI use in hiring, the bill encourages more fairness and gives candidates the opportunity to know exactly how their application will be processed. “AI should assist in the hiring process, but it shouldn’t replace human judgment, especially in such a diverse market like retail,” says Sears.
Photo Credit: Alexander Limbach
Enhancing Candidate Communication and Reducing Ghosting
One of the most frustrating aspects of job hunting, especially in the retail sector, has been the issue of “ghosting”, says Sears, where candidates are left without any communication after applying for a job or even attending interviews. Bill 190 introduces new rules requiring employers to notify candidates about the status of their application, whether they are successful or not.
“Ghosting has been a significant issue in retail,” Sears says. “Candidates, especially those applying for entry-level positions, often feel disrespected when they don’t hear back from employers. Bill 190 ensures that employers must follow through and communicate with all candidates they engage with, improving the overall job-seeking experience.”
For retailers, this means adapting their hiring processes to ensure that every candidate receives timely feedback. Sears believes this will help retailers maintain a positive brand image. “When candidates have a good experience, even if they don’t get the job, they’re more likely to stay loyal to the brand. On the flip side, negative experiences can harm a retailer’s reputation.”
Equal Opportunity for New Canadians
Bill 190 also tackles the issue of requiring “Canadian experience” for job applicants—a barrier that has prevented many skilled immigrants from securing jobs in their field. Sears notes that this provision will open doors for new Canadians who have the qualifications and skills but have been overlooked due to a lack of local experience.
“In retail, we rely heavily on immigrant workers, both in entry-level roles and in management,” says Sears. “By removing the ‘Canadian experience’ requirement, Bill 190 ensures that all candidates are judged on their abilities and not an arbitrary job requirement.”
This change is expected to have a significant impact on the retail sector, which has been facing labor shortages. By tapping into a broader talent pool, retailers can fill key positions with highly qualified candidates, including those from diverse backgrounds.
Conclusion: Preparing for Change in Retail Hiring
While Ontario Bill 190 presents challenges for retailers—particularly around wage transparency and compliance—it also offers long-term benefits. As Suzanne Sears points out, the bill encourages greater fairness, transparency, and efficiency in hiring, which could lead to stronger employee retention and a more diverse workforce.
Retailers in Ontario will need to adapt quickly to these new regulations when put into force, but the benefits of improved candidate experience, wage equity, and streamlined hiring practices could outweigh the initial hurdles, says Sears. As other provinces consider similar legislation, Ontario’s retail sector may serve as a model for how to successfully implement these important changes, she notes.
A new study by Gradient, a global leader in experiential marketing, reveals 82 per cent of retail companies invest heavily in experiential marketing to build deeper connections with their customers.
“Experiential marketing has become crucial because it taps into the most fundamental aspect of human decision-making: emotion,” said Anthony Coppers, Founder and Head of Innovation at Gradient. “Consumers are growing tired and indifferent to ads and digital content. What they want is new and unique ways to interact with brands, where they don’t feel like just another customer, but a participant that matters.”
The report said retail is no longer just about the transaction. It’s about creating moments that resonate with the audience. In an era where consumers are bombarded with endless product options and advertisements, retail brands need to cut through the noise and build genuine relationships with customers.
It said many retail brands have significantly increased their budgets for experiential marketing over the last three years.
“This surge isn’t just about spending more, it’s about adapting to a fundamental shift in consumer behavior. Modern consumers, especially Millennials and Gen Z, are seeking more than just products– they want meaningful experiences that reflect who they are,” said Gradient.
“This demand for authenticity isn’t just a passing trend. It’s rooted in a deeper cultural movement toward transparency, self-expression, and personalization. Nowadays, customers are skeptical of traditional advertising and generic marketing tactics. Instead, they want to engage with brands that understand their individuality and offer immersive, personalized experiences.”
It said retail giants like Nike and IKEA have had success with their experiential strategies, creating spaces where customers can engage with products in immersive and interactive ways.
“Retail marketers are focusing on earned media value (64 per cent) and social engagement (51 per cent) as the primary metrics for measuring the success of their experiential campaigns. These figures surpass the averages of 55 per cent and 47 per cent across other industries. This emphasis on earned media and social engagement indicates the retail industry’s strategic approach to maximizing the reach and impact of its events, leveraging social media and digital platforms to engage broader audiences,” explained Gradient.
“The best brand experiences are content playgrounds. Everyone can create content; celebrities, creators, influencers, and of course the brand itself. This creates content that is more authentic, and reaches both a broader and more targeted audience. Interestingly, we know now that 89 per cent of consumers trust recommendations above all other advertising channels so whilst reach is great, often it is the content from your (non-influencer) friends that has the greatest impact,” added Coppers.
Other Key Survey Findings
Gradient’s research also uncovered a number of other key statistics associated with experiential marketing, covering scope, budget, and ROI.
Retailers allocate 10-30 per cent of their total budget to experiential marketing, consistent with the industry average;
93 per cent of respondents are satisfied with their experiential marketing ROI measurements, which is higher than all other industries;
Respondents prioritize sales (41 per cent) and awareness (34 per cent) as the most important ROI categories from their experiential marketing efforts.
Key challenges in implementing experiential marketing are budget allocation (49 per cent) and internal cross-collaboration (52 per cent).
Photo: Gradient
“As we move into 2025, experiential marketing will only become more integral to retail brands’ strategies. With the rise of augmented reality (AR), virtual reality (VR), and other digital innovations, the opportunities for brands to create hyper-personalized, immersive experiences are endless,” said Gradient.
“Gradient’s experiential guide brings light to this strategy by providing insights and practical solutions to the challenges that currently exist, ensuring marketing efforts can remain impactful and measurable.”
Coppers said Gradient began 15 years ago in New York City with offices now in Miami and Los Angeles and just opened a new one in Paris.
“The mission of Gradient has always been about creating remarkable and unforgettable moments for the world’s leading brands. I love saying that I’m a goosebump inducer. So that’s always been the mission. I think the vision, because of our world, it’s evolution technology. The vision has really been about allowing experiential to get its rightful place in the marketing ecosystem,” he said.
“In this experience era that we’re in, experiential, because of technology, can be much more measurable and can give you back much more ROI (return on investment) than it ever could before, even though it had the same effects.”
Coppers said experiential marketing is more than doing events.
“An event can be a moment of connection that is linked to nothing else than a party and a drink in your hand. Experiential is about making sure that you are creating a moment and a connection that is allowing you to live the story of a brand – storytelling,” he said, adding a good brand can communicate the reason it exists and the story behind that reason and behind every product it delivers. Stories it has lived through to being the brand it is today.
“And there’s a cyclic value behind storytelling into story living because once you make sure to take that storytelling and put it into story living with a brand that creates the new storytelling of tomorrow. So experiential is a way to create an interaction with your consumer and through your story.
“The retail of tomorrow is no longer a place of transaction. It’s a place of connection, of education, of content. It’s a place we like to say that it’s taking storytelling, bringing it into story, living and turning a store into a story.”
