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Higher commodity prices the new norm: Loblaw

Loblaws store. Image: Loblaws

Inflation this past month was largely in line with the Bank of Canada’s targeted range, with food inflation at 2.8% in February, mainly driven by increases in meat and produce prices. With a weaker Canadian dollar and ongoing tensions and tariffs with key trading partners, food prices remain under pressure, according to Loblaw’s latest March Food Inflation report.

“Food inflation remains steady but under pressure. Inflation this past month was largely in line with the Bank of Canada’s targeted range, with food inflation at 2.8% in February, mainly driven by increases in meat and produce prices. With a weaker Canadian dollar and ongoing tensions and tariffs with key trading partners, food prices remain under pressure,” said the report. 

“There has been significant discussion about the impact of counter-tariffs imposed by the Canadian government on a range of U.S. goods in grocery stores – a 25% increase on products including orange juice, rice, produce and personal care items. While implemented in early March, food prices have been relatively unimpacted so far, as retailers continue to sell through products on shelf and in inventory. Some produce prices are beginning to see increases, with meat expected to follow shortly after. Pantry staples – pasta, condiments, etc. – will flow through later. Retailers continue to work with vendors to minimize the impacts for customers, including searching for alternatives to U.S. products. 

At Loblaw City Market, Manulife Centre in Toronto. Photo: Craig Patterson

“There are lesser-known impacts to the trade war with U.S. that will impact food prices here in Canada. For example, the U.S. tariffs on Canadian-produced steel, aluminum and corrugate, are expected to increase costs throughout food supply chains. In 2018 there were similar tariffs on Canadian aluminum. Packaging in North America functions along the same lines as the automotive industry – with materials crossing the border multiple times throughout its processing. Both steel and aluminum cans (impacting canned goods, pop and beer) as well as other packaging materials may see increases, putting upward pressure on the final cost of goods.”

Higher commodity prices are the new norm, according to the Loblaw report. It said retail prices for coffee are starting to increase, as supply remains weak due to extreme weather in growing regions. This is expected to continue throughout the first half of the year. Cocoa prices have stabilized in recent weeks albeit at extremely high levels following global supply struggles. As we head into the Easter season, customers should expect higher than usual chocolate prices. Sugar is down 12% since the last quarter, with increased supply of sugarcane outpacing current demand, explained the report.  

Per Bank

In a LinkedIn post, Per Bank CEO and President of Loblaw Companies Limited, said the tariff situation is evolving fast, “and we’re doing our best to keep pace.”

“There are a number of things we’ve done to help Canadians navigate tariffs. We’ve added maple symbol on products that are prepared in Canada, and we’ve put T symbols on specific products sourced directly from the U.S. that are affected by tariffs. We’re putting as much information as we can into the hands of our customers,” said Bank

“You’ll only see the T symbol on a few dozen items at the moment… things like lemons, special varieties of oranges and a few condiments. But over the next 6 weeks, we expect that number to jump significantly, to a few thousand.

“If and when this happens, know that the price increase on our shelves will match the tariff impact, penny for penny. We will not benefit from tariffs. We’ll also continue to work with suppliers to find alternative countries to source from where at all possible. We know every little bit helps.

“It’s also worth noting that we’ve seen a surge in interest among customers looking to support Canadian products, which is increasing overall demand. We expect this support and pride to keep growing significantly in the coming weeks.

“Things have not been easy for Canadians in recent months. That’s why our efforts are designed to provide customers with transparency, so they can make informed choices and look for cheaper alternatives that meet their needs. Given how fast things are evolving, we’re bound to make a mistake here and there. If this happens, we will fix the problem as quickly as possible. If you see an issue, please point it out for us.

“Given all of this uncertainty, we’ll do our best to keep you informed.”

EMERGE signs definitive agreement to acquire Tee 2 Green

Photo by Mikhail Nilov
Photo by Mikhail Nilov

 EMERGE Commerce Ltd, a premium e-commerce brand portfolio, announced Thursday the signing of a definitive agreement to acquire all issued and outstanding shares of Tee 2 Green Ltd.

The company said T2G is a profitable, discount golf apparel and equipment business with a 38-year track record of operations, focused on the Canadian market. T2G achieved revenue of $6.4M, Adjusted EBITDA of $1M and positive net income of $700K in 2024 (unaudited). T2G is based in Ontario and was founded in 1987 by Robert J. Fell, who will continue to support T2G under EMERGE in his capacity as a consultant. T2G has a diversified revenue stream comprising two retail stores, dozens of roadshows, an online store, and a private label golf apparel brand, NORTHERN SPIRIT, added the company.

Ghassan Halazon

Ghassan Halazon, founder and CEO of EMERGE commented: “Following a year of tremendous progress, including 3 consecutive quarters of re-igniting positive organic growth, we are pleased to announce the immediately accretive and highly synergistic acquisition of Tee 2 Green, a profitable business with a multi-decade track record that complements our growing golf vertical. Importantly, the deal is expected to bring EMERGE to cash flow positive moving forward.”

Bob Fell, founder and CEO of Tee 2 Green added: “Over the past 38 years, we’ve built a reputable name for ourselves in the golf space, along with our loyal customers and valued vendors whom we are extremely grateful for. We take immense pride that our business was 100% bootstrapped, and has been profitable for years. Joining EMERGE enables T2G to access one of the most substantial golf customer databases in North America, deeper online expertise, and a much wider range of marketing and analytics. The T2G team looks forward to taking our combined golf business to new heights.”

Given EMERGE’s recently bolstered cash position from the sale of the SHOP domains to Shopify and the sale of the Carnivore Club assets announced in January 2025, as well as the flexible deal structure negotiated with T2G, EMERGE said it intends to close the transaction utilizing existing cash on hand.

“T2G will benefit from EMERGE’s extensive golf business, which includes UnderPar and JustGolfStuff, an organically growing and profitable vertical for EMERGE in 2024. T2G and EMERGE’s golf business already have a multi-year history of partnership and collaboration. EMERGE expects to utilize its 400,000+ golf subscriber database to help scale T2G’s business cost-effectively,” it said.

Maurice Finn
Maurice Finn

“We have seen great success with JustGolfStuff, our golf apparel and products business that we have grown nearly 10x over the last 5 years since acquiring it alongside UnderPar in late 2019. We already work closely with T2G, and the teams are intimately familiar and collaborative, thus reducing operational risk. The addition of T2G, expands our strategic golf roadmap which will now include discounted golf experiences, apparel, and products, both online and offline,” said Maurice Finn, COO of EMERGE’s Golf business.

EMERGE said it has agreed to pay to T2G, cash consideration of $1.1M on closing of the Transaction and $900K in deferred cash consideration over a 5-year period.

EMERGE will also be issuing common shares in the capital of EMERGE worth $200,000. As part of the transaction, EMERGE is also acquiring a minimum of $2.3M inventory over an 8-year payment plan. At December 31, 2024, T2G had total assets of $5.3M (including $2.9M in inventory) and total liabilities of $1.1M.

Following the Transaction, EMERGE said it will retain four brands across two main verticals. truLOCAL is its flagship grocery brand, a Canadian meat and seafood subscription service, and the golf vertical, which will now include UnderPar, JustGolfStuff, and Tee 2 Green.

“This acquisition marks the beginning of EMERGE’s next chapter which entails combining our organically growing business with this accretive, profitable, bolt-on acquisition, at favorable terms, and with clear “Day 1″ synergies,” added Halazon.

RBC and Canadian Tire Corporation announce strategic loyalty partnership

Image: Canadian Tire

Royal Bank of Canada and Canadian Tire Corporation, Limited announced Thursday a long-term strategic loyalty partnership between Avion Rewards and Triangle Rewards.

This collaboration will enhance the value of both programs by linking millions of eligible RBC credit and debit cardholders to Triangle Rewards, enabling them to earn more Canadian Tire Money while unlocking exclusive promotions at Canadian Tire, SportChek, Mark’s and other CTC retail banners. The partnership expands the reach of Triangle Rewards and further strengthens Avion Rewards’ strong network of merchant partners, according to a news release.

Vinita Savani
Vinita Savani

“We are bringing together two deeply rooted Canadian companies – Canada’s largest bank and the country’s largest general merchandise retailer – to increase the amount of everyday value, rewards and savings that we provide to our shared customers,” said Vinita Savani, Executive Vice President, Cards & Loyalty, RBC. “Our combined scale and unparalleled reach will leverage the strength of our businesses and leading loyalty programs to provide additional benefits for millions of Canadians in meaningful new ways.”

“This partnership creates a loyalty powerhouse, combining strong brands and putting additional Canadian Tire Money into the hands of cardholders and members,” said Darryl Jenkins, Executive Vice President & Chief Development Officer, Canadian Tire Corporation. “It means millions of linked members will gain access to unique promotions and new ways to expand the value of their favourite loyalty programs every day. The partnership will increase our loyalty membership and drive retail sales across our banners.”

Under this partnership, eligible RBC credit and debit cardholders will be able to earn Canadian Tire Money at an accelerated rate when shopping at CTC’s retail banners. They will also enjoy exclusive offers and promotions through RBC and Avion Rewards. These new offerings are expected to launch in 2026, said the release.

“This partnership expands the ways linked members can earn through Triangle Rewards – one of Canada’s leading loyalty programs. Triangle Rewards enables nearly 12 million loyalty members to collect and redeem Canadian Tire Money across CTC’s banners. A cornerstone of CTC’s new True North strategy, Triangle Rewards is enhancing its value to Canadians through more personalized offers and a coordinated strategy combining its banner stores, the unique retail-driving capability of Triangle Cards, and everyday partners like Petro-Canada, RBC and other leading brands currently in negotiation,” it said.

Avion Rewards, Canada’s largest proprietary loyalty program, has been a leader in loyalty for more than 20 years and is available to all Canadians, regardless of where they bank. It provides Canadians with the flexibility to shop, save, earn and redeem for everyday merchandise, aspirational rewards and experiences. With its market-leading travel value proposition, extensive roster of over 2,000 retail partners, unparalleled experiences, innovative features and payment capabilities, Avion Rewards provides its members with a comprehensive rewards experience that spans their entire shopping journey.”

For more information, visit www.avionrewards.com.

Canadian Tire Corporation, Limited has been a Canadian business since 1922. Its banners include Party City and PartSource; Mark’s; SportChek, Hockey Experts, Sports Experts and Atmosphere; Pro Hockey Life. It has nearly 1,700 retail and gasoline outlets.

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Hudson’s Bay Faces April 7 Deadline to Save 6 Stores

Hudson's Bay store at Galeries de la Capitale in Quebec City. Photo: Justus Coon-Come via Google Maps

The Hudson’s Bay Company returned to court on Wednesday, March 26, seeking approval for a critical agreement with senior lenders that could determine the fate of six of its Canadian stores. Under the proposed deal, the company has until April 7 to secure viable offers for the stores—otherwise, liquidation will begin at those locations as well.

The stores in question are three in the Greater Toronto Area and three in the Montreal region, including the downtown Toronto flagship that also houses a Saks Fifth Avenue store operated under licence. These were excluded from earlier liquidation plans.

“The company wanted more stores, the company wanted more time and latitude to find a solution,” said Ashley Taylor, a lawyer representing Hudson’s Bay, during the Wednesday hearing. “But that was the best we could negotiate at the time.”

Lenders Push for ‘Guardrails’ Amid Restructuring

Hudson’s Bay’s lenders—Bank of America N.A., Pathlight Capital LP, and Restore Capital LLC—are seeking stronger assurances in the form of what’s called a Restructuring Support Agreement (RSA). Without such an agreement, they said they would ask the court to appoint a receiver over Hudson’s Bay’s assets.

“To be honest, it was not a very satisfying outcome for the company,” Taylor admitted, adding that two weeks is not a long time to secure a future for six key locations.

Liquidation Underway at 74 Hudson’s Bay Stores

The retailer, which entered creditor protection on March 7 under the Companies’ Creditors Arrangement Act (CCAA), already received court approval on March 21 to begin liquidation at 74 of its department stores, as well as at two Saks Fifth Avenue and 13 Saks Off Fifth locations. The six stores not currently undergoing clearance were carved out in hopes of salvaging potential value through future sales or partnerships.

Court documents revealed that unexpected foot traffic and sales in early March allowed Hudson’s Bay to repay its initial debtor-in-possession (DIP) financing of about $16 million, avoiding the need for a second round of emergency borrowing.

Liquidation signage on the door of the Hudson’s Bay store at Erin Mills Town Centre in Mississauga, Ontario. Photo: @nataliehhhh via X/Twitter

Path Forward Hinges on Buyer Interest

The April 7 deadline is not necessarily final. If Hudson’s Bay can show that one or more of the six locations are receiving qualified bids or have realistic turnaround potential, the monitor overseeing the restructuring and the financial advisor managing the sales process may allow them to remain in operation.

“If the RSA is approved, it provides a clear path forward with fewer fights,” said Taylor, referring to a proposed framework that would let Hudson’s Bay continue operating the six stores—if it sticks to a strict budget and meets lender expectations.

The agreement, however, does allow for flexibility: the company could remove stores from liquidation if a qualified bid comes forward.

Landlords Push Back: RioCan Speaks Out

Landlords, including major players like RioCan REIT, have voiced opposition to the RSA. RioCan’s lawyer, Joseph Pasquariello, argued the deal disproportionately favours senior lenders and undermines the broader goal of restructuring.

“These agreements are snatching the steering wheel from the company and driving it toward a liquidation result that RioCan and others are submitting should be avoided at any cost,” said Pasquariello in court. 

RioCan is particularly involved, as it both leases space to Hudson’s Bay and co-owns certain retail properties through joint ventures.

Retail Expert: Competing Interests and Deep Challenges

Retail strategist Carl Boutet, who has been monitoring the situation closely, noted in an interview that the RSA presents a balancing act.

Carl Boutet

“There’s a lot of back and forth between Pathlight and RioCan about this RSA,” Boutet said. “But the RSA allows the six stores to keep operating—so far—so long as it’s within their budgets.”

Boutet emphasized that the lenders are pushing for resolution because even the most optimistic recovery scenario would still fall short of fully repaying senior debt. “They’re already projecting a $9 million shortfall just to repay the first-ranked lenders,” he explained.

Boutet added that other stakeholders, such as landlords and suppliers, may receive little or nothing if the lenders’ priority claims aren’t satisfied. “If the first-lien debt holders don’t get paid, then there’s no hope for employees, severance, or suppliers.”

Concerns Around Employee Protections and Governance

Employee representation groups have raised alarms about unpaid benefit contributions and deductions, as well as the fate of long-term disability recipients. Some employees are also losing access to legal representation that had been paid for through the liquidation process.

A separate issue gaining attention is a proposed $3 million Key Employee Retention Plan (KERP) to keep essential staff, including store managers, in place throughout the liquidation.

“Shutting down a business is not easy work,” said Boutet. “That money is there to incentivize people to stay on the Titanic a little longer.”

However, a more controversial element is a proposed $50 million director liability shield. “That part upsets me way more,” Boutet said. “Especially when it comes to someone like Richard Baker, who’s made hundreds of millions over the years running this thing into the ground.”

Store liquidation signage at Hudson’s Bay in the Mayflower Mall in Sydney, Nova Scotia. Photo: Andrew Barkhouse

A White Knight Unlikely: Optimism in Short Supply

As for the six remaining stores, including the historic downtown Toronto and Montreal flagships, Boutet remains sceptical that a deal can be struck in time.

“Unless a white knight shows up from the heavens to repurchase Rupert’s Land,” he joked, referencing Hudson’s Bay’s colonial-era land holdings, “those six stores are likely headed to liquidation, too.”

The sentiment reflects growing consensus among retail experts and creditors: while the past few weeks have been chaotic and full of legal wrangling, a swift resolution appears increasingly necessary.

Next Steps: April 7 and Beyond

The restructuring process is ongoing, with a sale process for parts of the business set to conclude by late April, and the monetization of leases expected to finish in early May. The six-store carve-out remains the only sliver of potential for Hudson’s Bay to emerge from the process with a functioning retail footprint.

But as lender pressure mounts and costs continue to rise, time is running out.

“From what we’re hearing,” said Boutet, “even two more weeks might not be enough. And frankly, they should’ve started looking for solutions a long time ago.”

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James Frost Fine Goods Launches Luxury Wine Club in Saskatoon

James Frost Fine Goods in Saskatoon, Saskatchewan. Photo: James Frost Fine Goods

In the heart of downtown Saskatoon’s Riversdale district, James Frost Fine Goods is redefining what it means to be a luxury retailer in Canada. From its origins as an Apple dealership more than two decades ago, the independent store has evolved into a curated destination for high-end electronics, appliances, and now, fine wine.

“Back in 2000, we were one of the early Apple dealers—before that was cool,” said James Frost, founder of the store that bears his name. “But over time, I realized I wanted to create a more enjoyable, lasting experience for both myself and my clients.”

The store, located at 105-123 Avenue B South in Saskatoon, now carries premium brands including Leica, Bang & Olufsen, Miele, and Bromic. The transition away from high-turnover tech products toward quality goods with longevity was deliberate.

“When you buy a set of Bang & Olufsen headphones, you may never need another pair,” said Frost. “I wanted to focus on timeless design, high performance, and products people feel connected to—things they’ll actually keep.”

Image: James Frost Fine Goods

Introducing Vinoteca: A First for Saskatchewan

Now, the business is entering a new chapter. Vinoteca, a high-end wine club and experience space, represents what Frost describes as “the next evolution” of the brand.

“There’s really nothing like this in Saskatchewan,” he said. “Vinoteca is about creating something elevated—something rare.”

The idea started with high-end wine cabinets the store was already selling. But it quickly expanded into a broader concept: curated, import-only wines, often from family-run vineyards in France and Spain, delivered directly to customers and paired with exclusive tasting events.

The club operates under Saskatchewan’s strict liquor laws, which prohibit in-store alcohol sales. However, customers can sample the wines during private events or order online for delivery. A future goal includes converting the store’s second floor into a private, members-only club with space for tastings, meetings, and celebrations.

James Frost Fine Goods in Saskatoon, SK. Image: James Frost Fine Goods

A 2,000-Square-Foot Space with a Global Vision

The existing 2,000-square-foot store has become a calm and curated refuge in Saskatoon’s downtown, designed to make customers feel welcome and unhurried.

“We want people to come in, have a coffee, sit down, and listen to music,” said Frost. “It’s about slowing down and connecting—whether it’s with a product, a person, or a moment.”

Frost says the store’s layout and selection are all part of that immersive experience. While many installations are done onsite for clients—like outdoor heaters or sound systems—the store remains an anchor in the community.

“We’re very selective about what we carry,” he explained. “We try to ensure everything in here tells a story.”

Connecting Global Artisans with Local Customers

Vinoteca is not just about the wine—it’s about the people behind it.

“The wines we offer are from small, independent producers who care deeply about their craft,” Frost said. “I’ve had 45-minute conversations with vineyard owners about the acidity of the soil. That’s how much detail goes into it.”

One example is the Santa Elba wine from Spain—of which Frost secured 100 of the only 1,500 bottles produced worldwide. “That wine’s value has increased significantly, but I still believe it’s meant to be enjoyed. That’s the spirit of Vinoteca.”

Members of the club also receive perks through partnerships with more than 30 local businesses—from chocolatiers to interior designers—creating a broader network of shared clientele.

James Frost Fine Goods in Saskatoon, SK. Image: James Frost Fine Goods

Community First, Always

Frost has long been active in the local business scene, having served as vice-chair of the Riversdale Business Improvement District. For him, the store is not just about transactions—it’s about transformation.

“What we’re really selling is experience,” he said. “Music, photography, wine—these are all sensory. They improve your life in small but meaningful ways.”

He also believes strongly in collaboration and community resilience, particularly in challenging times for independent retailers.

“With everything going on—rising costs, staffing issues, tariffs—it’s easy to feel overwhelmed,” said Frost. “But if we can offer something beautiful, something thoughtful, I think people respond to that.”

Navigating Trade and Tariffs

While most of the store’s inventory is sourced outside of the United States—including Danish, German, Japanese, and Australian brands—Frost says shifting trade policies have still caused disruptions.

“Our Japanese glassware got hit with unexpected tariffs, even though it was just passing through the U.S.,” he said. “That kind of uncertainty affects us all.”

He remains optimistic, however, about global cooperation. “Just because one or two people in power are unpredictable doesn’t mean the rest of us can’t work together,” he said. “We have friends and partners around the world. That’s not going to change.”

James Frost Fine Goods in Saskatoon, SK. Image: James Frost Fine Goods

A Future Beyond Saskatoon?

While the business already ships across Canada, Frost says any expansion of Vinoteca to other cities would be gradual.

“We’re definitely thinking about other markets—Regina, maybe even nationally,” he said. “But right now, we’re focused on getting it right here.”

That includes planning a wine-and-cars trip to France this year—featuring vineyard tours, tastings, and luxury vehicles like Bugatti and Porsche. “It’s about connecting passion points,” said Frost. “People who love craftsmanship tend to love it in all forms.”

Independent Retail in Canada: A Balancing Act

As a seasoned entrepreneur, Frost has a realistic view of the challenges facing independent Canadian retailers today.

“Consumers are understandably cautious right now,” he said. “Everything costs more—food, dining, tips, you name it. So when we talk about high-end headphones or cameras or wine, we need to offer real value.”

That value, he argues, comes through longevity and experience. “This isn’t fast retail. It’s not something you throw in a drawer. It’s something that lasts and gives back.”

Frost also points to the personal connections formed in-store as a key differentiator. “When you call us, you talk to a human. That matters.”

A Call to Rediscover Joy in Retail

At its core, James Frost Fine Goods is about recapturing joy—through sound, taste, and storytelling.

“There’s so much doom-scrolling and negativity out there,” said Frost. “What if you took five minutes to listen to your favourite song? Or opened a bottle of wine you’d been saving? That’s the kind of moment we’re trying to create.”

As he puts it: “Our mission is simple—if we can make someone’s day better through what we do, that’s a win. Everything else flows from that.”

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L.L.Bean to Open New Store at Toronto’s Manulife Centre

Photo: L.L.Bean

L.L.Bean, the renowned outdoor apparel and equipment retailer, is set to open a 9,500-square-foot store at the Manulife Centre in Toronto this summer. The new store will be located on the concourse level of the shopping complex, occupying a space previously tenanted by the LCBO. The liquor store relocated to a street-facing location at the corner of Bloor Street and Balmuto Street in November 2021, paving the way for L.L.Bean’s arrival.

The lease deal for the new L.L.Bean store was brokered by Andrew Laudenbach of Oberfeld Snowcap, representing the retailer. On the landlord’s side, Manulife was represented by Arlin Markowitz and Alex Edmison and the CBRE Toronto Urban Retail Team. The addition of L.L.Bean to the Manulife Centre aligns with the complex’s positioning as a premium urban retail destination, catering to both local residents and visitors.

The store will cater to the busy Bloor-Yorkville area, which experiences significant foot traffic from nearby subway stations and work places. The neighbourhood has seen rapid densification with the development of thousands of new high-rise residential units. Known for attracting affluent visitors, the area is also home to a large number of high-net-worth residents living in upscale apartments. 

Manulife Centre commercial podium. Image via CBRE

The Evolution of Manulife Centre

Located at 55 Bloor Street West, Manulife Centre is a prominent mixed-use complex that has undergone extensive renovations to modernize its retail offerings. Originally constructed in the 1970s, the centre comprises a 51-storey residential tower and a 19-storey office block, both positioned above a three-level shopping centre and an underground parking garage.

A major redevelopment project, completed in 2019, transformed the commercial podium. The update included a sleek glass enclosure that enhanced the building’s street presence, while also introducing new retail spaces. One of the key additions during this period was the arrival of Eataly, Canada’s first location of the globally recognized Italian marketplace and dining concept. Spanning 50,000 square feet, Eataly has since become a major anchor tenant, drawing significant foot traffic to the centre.

Other notable tenants at Manulife Centre include high-end jeweller Birks, which completed a renovation and reopened in April 2019, as well as premium denim retailer Over the Rainbow Jeans, which relocated to the centre in the same year. In October 2023, restaurant chain Earls opened a location within the complex, adding a new dining option to the area. Other retailers in Manulife Centre include Loblaw City Market, Shoppers Drug Mart, Indigo Books & Music, Ron White, and several others.

Manulife Centre’s 2019 renovation also focused on improving the pedestrian experience along the Bloor Street corridor. Streetscape enhancements included widened sidewalks, mature trees, integrated seating, and modern lighting. These updates have reinforced the centre’s position as a key shopping and lifestyle destination in the heart of Toronto.

L.L.Bean will open a 9,500 square foot store on the concourse level of Manulife Centre in Toronto.
Future location for L.L.Bean at Manulife Centre in Toronto. Photo: Craig Patterson

L.L.Bean’s Growing Canadian Presence

L.L.Bean’s expansion into the Manulife Centre reflects the company’s ongoing growth in Canada. The retailer first entered the Canadian market in 2018 through e-commerce, along with a partnership with Jaytex Group who are independently operated and proudly Canadian since 1978, holding the brand’s Canadian wholesale & retail license. The success of its online platform paved the way for a broader retail expansion.

In 2019, L.L.Bean opened its first brick-and-mortar location in Canada in Oakville, Ontario. This marked the beginning of a steady retail rollout across the country. The company has opened more than a dozen stores in Canada, with plans for further expansion.

Future location for L.L.Bean at Manulife Centre in Toronto. Photo taken from in front of the Indigo book store. Photo: Craig Patterson

A Steady Expansion Strategy

L.L.Bean has strategically placed its Canadian stores in high-traffic shopping centres and retail districts. Some key store openings include:

  • 2020: Ottawa Train Yards, Georgian Mall in Barrie.

  • 2021: Shops at Don Mills in Toronto, Dartmouth Crossing in Halifax, Deerfoot Meadows in Calgary, and two stores in British Columbia at Victoria’s Mayfair Mall and Burnaby’s The Amazing Brentwood.

  • 2022: The Boardwalk in Kitchener, Cataraqui Mall in Kingston, Champlain Place in Moncton, Canada One in Niagara Falls, and West Edmonton Mall in Alberta.

  • 2023: CF Promenades St-Bruno & Faubourg Boisbriand in Quebec

As of 2024, L.L.Bean operates 15 stores across Canada, with continued growth expected. The new Toronto store at Manulife Centre further solidifies the brand’s foothold in the Canadian market, complementing its existing retail network.

Manulife Centre in Toronto, March 26, 2025. Photo: Craig Patterson

A Legacy of Quality and Outdoor Innovation

L.L.Bean was founded in 1912 by Leon Leonwood Bean. An avid outdoorsman, Bean developed the iconic Maine Hunting Shoe—a waterproof boot that combined leather uppers with rubber bottoms. The product was designed to keep feet dry while hunting and fishing, a feature that proved immensely popular among outdoor enthusiasts.

Despite initial setbacks, including a high rate of product returns due to design flaws, Bean remained committed to customer satisfaction. He honoured a money-back guarantee, refined the product, and expanded his business through a mail-order model. Over the decades, L.L.Bean grew its product line to include a broad range of outdoor apparel, footwear, and gear, all known for their durability and quality craftsmanship. L.L.Bean remains a privately held company.

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Half of small businesses no longer feel U.S. a reliable trading partner: CFIB

Photo by Ketut Subiyanto
Photo by Ketut Subiyanto

The widespread business disruption caused by U.S.-Canada tariffs is leading Canadian small business owners to shift their suppliers and investments to domestic and international markets other than the U.S., according to new survey data by the Canadian Federation of Independent Business (CFIB).

Simon Gaudreault
Simon Gaudreault

“Businesses need more certainty, it’s simple as that. As one business owner told us, the unpredictability of the current situation is making surviving the pandemic look like a walk in the park,” said Simon Gaudreault, CFIB’s chief economist and vice-president of research.

“As we gear up for the April 2 reciprocal tariffs, no one knows where the U.S.-Canada trade war is heading in the long term. For some businesses, making drastic changes is not feasible, but others are taking actions to offset the current impacts.”

The CFIB said 32% of owners have already shifted to suppliers/markets within Canada, 27% plan to increase their investment in Canada, while 33% intend to reduce efforts in the U.S. over the next six months. 

Companies are also promoting Canadian-made products, delaying/cancelling expansion plans, and exploring international alternatives. However, only three in 10 businesses are confident that their actions will help offset the impact of the trade war, added the CFIB.

CFIB’s new research also found that:

  • While 70% of small firms support Canada’s retaliatory tariffs, nearly nine in 10 are struggling with business planning.
  • Nearly half of small businesses (47%) do not consider the U.S. a reliable trading partner.
  • While most U.S. exporters have CUSMA-compliant goods, 30% are unsure about their compliance. Half of small firms would find government support in handling CUSMA-related paperwork helpful. 
  • Nearly a third of exporters use the de minimis rule to export goods to the U.S. This U.S. rule allows companies to export up to $800 USD in goods to consumers duty and tariff free, but it could potentially be phased out.  
Dan Kelly

“Small business optimism is at historically low levels. With the federal election now underway, we’re calling on all political parties to include small business policies in their platforms. That includes commitments to eliminating remaining internal trade barriers and reducing the tax burden on small businesses. We need to instill confidence in business owners and strengthen our economy if we want to get through the next few uncertain months,” said Dan Kelly, CFIB president.

The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.

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VIDEO: How retailers are capitalizing on the Buy Canadian movement

In an interview with Bruce Winder, a leading retail analyst, the growing Buy-Canadian movement taking hold across the nation was explored, revealing a trend driven by both pride and economic concerns.

Winder highlighted the recent surge in Canadian retailers championing the “Buy-Canadian” sentiment, with major companies like Loblaw, Amazon, and Home Hardware showcasing products that emphasize Canadian heritage. This trend comes as Canadians rally around their national identity, spurred on by concerns about the country’s sovereignty in the face of increasing trade tensions and political uncertainty, particularly with the U.S.

According to Winder, the movement isn’t entirely new, but its momentum has accelerated in recent weeks. He pointed out that retailers are leveraging patriotic imagery and Canadian-focused messaging to connect with consumers. From Loblaw’s prominent display of the maple leaf on shelves to Amazon’s creation of a Canadian-focused marketplace, businesses are aligning their brands with national pride.

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The expert explained that the sentiment is not only rooted in patriotism but also in the economic pressure from tariffs and trade disputes. As international trade becomes more complex, Canadians are seeking products that both resonate with their identity and offer practical value.

Winder noted that the sustainability of this trend is uncertain. “As long as tariffs persist and the fear around sovereignty remains, the Buy-Canadian movement will likely continue. However, if these challenges ease, the urgency may subside,” he said. He emphasized that Canadians, while typically reserved, have shown a unified front when their national interests are at stake.

Retailers, he observed, are also responding to this economic climate by emphasizing value. From dollar days at Loblaw to significant discounts and extended payment plans at Home Hardware, there’s a marked shift towards offering value-driven products. Winder pointed out that the Canadian economy is facing inflationary pressures, and consumers are cautious about spending due to concerns over job security and rising costs.

The question of how this Buy-Canadian sentiment aligns with the cost of goods is a challenging one, according to Winder. While Canadian-made products are sometimes pricier, the recent tariff situation has made these items more attractive compared to their American counterparts. In fact, some Canadian products are now perceived as bargains when considering the additional costs of tariffs on U.S. imports.

Retailers are also being mindful of sourcing strategies, Winder added. With a weak Canadian dollar and ongoing international challenges, companies are reevaluating their supply chains to support both value and local products.

However, the Buy-Canadian sentiment isn’t without complications. Winder cautioned that Canadian consumers must be mindful of the wider implications of boycotting American stores, especially considering the number of Canadians employed by U.S. companies operating in Canada. He noted that a total boycott could harm local workers and businesses, underscoring the delicate balance between national pride and economic reality.

As the Buy-Canadian movement continues to grow, it remains to be seen whether it will become a lasting trend or a temporary response to current geopolitical and economic challenges. Retailers, for their part, appear to be listening closely to the pulse of Canadian consumers, ensuring their offerings reflect both national pride and value.

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VIDEO: Calgary’s retail landscape poised for transformation with Hudson’s Bay space

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

Calgary’s retail scene is on the cusp of significant change as major space closures from the Hudson’s Bay Company (HBC) shake up the market. With the impending closure of several Hudson’s Bay stores, Calgary could soon see nearly one million square feet of retail space become available, marking a generational shift in the local commercial real estate landscape.

Michael Kehoe, Broker of Record with Fairfield Commercial Real Estate Services, recently discussed the seismic impact of these closures on Calgary’s retail market. According to Kehoe, the closures present a unique opportunity for property owners to repurpose large retail spaces and adjust to changing market dynamics. In the case of malls like CF Chinook Centre, Southcentre, CF Market Mall, and Sunridge Mall, landlords face the challenge of filling large, empty spaces left behind by departing department stores like HBC, a task reminiscent of the years-long effort to repurpose Sears’ space at Southcentre Mall.

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However, Kehoe views this transition not as a problem, but as an exciting opportunity. “It’s not just about filling the space; it’s about reimagining these properties,” he says. The focus is shifting toward creating mixed-use developments with higher density, incorporating residential, commercial, medical, and even office spaces to meet the evolving needs of modern consumers. Kehoe highlights the rise of transit-oriented developments and the demand for diverse, innovative uses within these spaces.

Michael Kehoe

The decline of the traditional department store, once the cornerstone of malls, is a sign of broader shifts in consumer preferences. The experience-driven nature of retail is now top of mind, with entertainment, dining, and lifestyle-focused offerings increasingly becoming the centerpiece of successful retail developments. Kehoe notes that Canadian developers are well-known globally for their ability to adapt and innovate, ensuring that retail spaces will continue to evolve.

The Bay’s iconic flagship store in downtown Calgary, located at the heart of the city, is another example of this trend. The building, which sits on nearly six acres of prime real estate, has already seen four of its six floors repurposed for non-retail uses. Kehoe predicts that the building will likely see more food service and retail offerings integrated into its spaces, which will further contribute to the vibrancy of downtown Calgary.

The ongoing redevelopment of downtown, including projects like Arts Commons, the Glenbow Museum, and the Contemporary Calgary Art Gallery, is also expected to complement these changes. Kehoe believes that the repurposing of the Hudson’s Bay Building will be a key part of the transformation, adding to the city’s growing appeal.

With a variety of exciting developments on the horizon, Kehoe sees this period as an opportunity for both developers and the city of Calgary to embrace innovation, ensuring that the retail and commercial real estate markets remain dynamic and relevant for years to come.

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