Traditional retail stores are only successful if they command a lot of foot traffic. People need to walk into your store for sales to happen – but how are some of the most successful companies drawing in new customers in the never-ending quest for foot traffic?
We can now reveal some of the best tips and marketing trends used in the retail industry by some of the biggest businesses around. These ideas have proven success rates, and some may suit certain retail businesses more than others. The right tactics depend on the company’s target market, though here’s what works at the moment:
Dominate Local SEO
Local SEO is the primary way a lot of consumers find a new business to visit. It works like this:
A consumer searches for a business on their phone/computer
Google presents searches that are in that person’s location – or the person uses a location identifier to find businesses in a particular area
The person sees the results on Google Maps
Each result has its own Business Listing, complete with reviews, pictures, and more information
Sometimes, local searches like this happen straight through Google Maps when someone is walking around a town/city looking for a shop, restaurant, or cafe to visit. Google makes it easy for them to literally find a business on the map and then go there. The best companies recognize the importance of local SEO and aim to dominate it.
The core focus here is to build a Google Business Profile and optimize it for local searches. Include as much information about the business as possible – and generate as many positive reviews as you can. A five-star company will always draw in foot traffic when someone searches for it through Google Maps. Moreover, not having a proper business profile means your company won’t be listed, which also means it misses out on so much foot traffic.
Empower The Use Of Signage
Successful retail companies know that signage is still one of the top ways to draw in new customers. These businesses implement tactical signage that grabs people’s attention as they walk down the street, encouraging them to stop and enter the shop. Multiple types of signage exist for this benefit, though some of the most useful ideas include:
Window Signage: By utilizing die cut vinyl lettering, businesses can have signs imprinted onto their windows that stand out as someone walks nearby. The lettering can explain a particular deal, provide opening/closing time details, or simply inform passers-by of what you sell.
Street Signage: Placed outside of your premises on the street, this type of signage serves to attract customers before they reach your doors. Street signage can look like one of those A-frame signs that you style however you want and use to include promotional material that grabs people’s attention. Or, you may be able to hang signs on nearby lamp posts or railings with directional arrows pointing people right to your store.
The more you look into the idea of signage for retail businesses, the more possibilities spring up. Some companies will use different types of signage during different periods – for example, they have signs to promote special sales or offers during the busiest shopping times. Others utilize signs for directions when they’re in a hard-to-reach location.
Grow An Instagram Presence
Social media remains a key piece of utility for retail businesses to grow and expand. What many traditional retail companies don’t realize is that this tool isn’t just for online businesses. While Instagram does involve lots of neat features that make it easier to drive sales through an online store, it can also be highly useful for foot traffic purposes.
This primarily comes down to how consumers use and perceive Instagram. It’s one of the most popular social networks, especially amongst people looking for new businesses. When a company establishes a brand presence on Instagram and shares content, it’s easier for consumers to discover that brand – either organically or through paid adverts.
Having a strong Instagram presence also adds authenticity to a retail store, which encourages more people to check it out. The good thing about Instagram, in particular, is that it does a great job of presenting businesses to people within the same geographical area, which means you get to target your main customer market. Will retail stores see a direct line of foot traffic that comes straight from Instagram? Sometimes, but it mainly works as an additional tool to build trust when combined with the other methods out there.
Set Up Worthwhile Loyalty Schemes
Unsuccessful retail businesses never harness the power of loyalty schemes. This stems from a place of fear; small businesses worry that loyalty schemes make them lose money because they’re constantly handing out discounts or freebies. That’s not going to happen if a scheme is done correctly.
The ideal approach is to have a loyalty scheme that encourages people to make repeat purchases in order to gain a particular benefit. Some companies use a points-based system that lets customers build up lots of points to cash in for discounts in the future. It’s popular because customers accumulate as many points as they want before using them. Obviously, the trick here is to make it so a customer spends more than the discounts they generate. E.g. To earn a $20 coupon, the customer has to spend at least $60.
Retail businesses will still make money with loyalty programs – if anything, it encourages them to make more money than they would without them. From a foot traffic perspective, loyalty programs encourage repeat visits to a store, which raises the average monthly foot traffic and sales for a company. More to the point, if retail businesses market these schemes effectively and display the benefits, they’ll drive new customers into the store to take advantage of the scheme. In the ongoing quest for foot traffic, many small retail businesses are in danger of falling by the wayside and being swept away. It’s time to take a leaf out of the successful company’s playbook and implement common tactics that are shown to work. Traditional retail cannot exist without foot traffic, so it’s all about encouraging people to pay your store a visit.
System-wide sales were $375.2 million, an increase of 2.5% versus Q1 2025. Same-store sales growth was flat.
Revenue was $287.9 million, up 3.2% versus Q1 2025.
Adjusted EBITDA was $55.9 million, down 4.8% versus Q1 2025, representing 19.4% of revenue. Operating income was $34.9 million, down 6.6% versus Q1 2025.
Adjusted Net Income was $21.6 million or $0.31 per diluted share, compared to $25.4 million or $0.36 per diluted share, respectively, in Q1 2025. Net income was $20.0 million, down 7.9% versus Q1 2025.
Opened 8 new stores and ended the quarter with 870 stores across the network.
Free cash flow was $13.1 million, compared to $15.3 million in Q1 2025.
Subsequent to Q1 2026, the Board of Directors of the Company declared a dividend of $0.13 per common share.
“Our first quarter performance was shaped by heightened value-seeking behaviour, as devoted pet lovers leaned into our compelling programs to capture savings on quality specialty products,” said Greg Ramier, Chief Executive Officer of Pet Valu. “We delivered 3% revenue growth, supported by continued market share gains, making Pet Valu one of the fastest pockets of growth within Canadian pet retail.
Greg Ramier
“In response to the evolving consumer demand and cost environment, we are adapting to deliver value efficiently, reinvest responsibly, and realize planned savings. Our updated 2026 outlook reflects these actions, providing a new profitability trajectory for the year, while maintaining our industry leadership.”
The increase in revenue was primarily due to higher retail sales and franchise and other revenues, said Pet Valu.
It said gross profitwas $90.4 million in Q1 2026 compared to $92.1 million in Q1 2025, a decrease of $1.6 million, or 1.7%. Gross profit margin was 31.4% in Q1 2026 compared to 33.0% in Q1 2025, a decrease of 1.6%. Excluding costs related to the supply chain transformation, gross profit margin was 31.4% in Q1 2026 compared to 33.1% in Q1 2025, a decrease of 1.7%. The decrease was primarily due to (i) higher discount sales penetration; partially offset by (ii) distribution efficiencies from the new distribution centres, it explained.
Pet Valu said Fiscal 2026 will be a 52-week fiscal year, compared to a 53-week fiscal year in Fiscal 2025. Factoring in Q1 2026 performance, together with an evolving consumer demand and cost environment related to higher fuel costs, the Company now expects the following, on a 52-week comparable basis:
Revenue growth between 2% and 4%, supported by approximately 40 new store openings, flat to 2% same-store sales growth and higher wholesale merchandise sales penetration.
Adjusted EBITDA margin of approximately 21%, which incorporates heightened value-seeking consumer demand trends and higher fuel costs offset by operating expense leverage.
Adjusted Net Income per Diluted Share similar to Fiscal 2025.
Business reinvestment of approximately $35 million, consisting of approximately $20 million in Net Capital Expenditures and approximately $15 million in transformation costs.
Pet Valu is Canada’s leading retailer of pet food and pet-related supplies with over 800 corporate-owned or franchised locations across the country.
Retail is an industry that, despite the emеrgence of more and more new ones that meet the needs of modern people, remains one of the most dynamic and comрetitivе. Constant changes in consumer preferences in our fast-paced world, systematic improvement of e-commerce and the rise of technologiсal innovations create a need for highly qualified personnel. Those who can effectively and confidently manage retail enterprises. In this regard, diplomas and degrees in retail management do not lose their popularity among students who dream of a career in this exciting and always promising industry.
Unique Career Learning
Retail managers need to have a wide range of skills and knowledge. Their manаgement will determine the success of the business and its competitiveness. And therefore, profitability. Such specialists should:
have a deep understanding of procurement and sales processes,
be able to manage inventory,
know how to analyze the market,
be able to predict consumer needs.
Preparing students to manage retail, they are taught in-depth the following processes:
product assortment,
purchasing,
marketing,
and personnel management.
All this makes them competitive in the labor market.
Practical Experience Comes First
An equally important component is practical training, where students can apply their knowledge in practice by cooperating with leading companies and participating in professional projects. This makes students ready for the real challenges of the market and gives them confidence in their abilities for their future careers. During demanding internship periods, some students even look for academic support services with requests like do my homework so they can better balance coursework and hands-on experience. Training programs may include internships at leading retail chains in various positions. In this way, young professionals learn this “kitchen” from the inside and gain the experience that every ordinary employee should have in order to manage such employees wisely.
All of the above should be combined with theoretical training in various subjects, which often requires writing academic papers of varying complexity. In particular, it can be both specialized essays and research papers on connected learning. Given the simultaneous intensive study and practical experience, students often look for additional help and support when preparing to write essays or other academic papers. Online essay writing services provide such an opportunity. Namely, you can get online help that allows you to save time and get a high-quality paper. Professional writers can provide not only a well-written and meaningful text, but also valuable tips and advice on preparing academic papers. Such services are a useful tool for students who want to get online help with their studies.
Technologies in Management: Information Systems, Analytical Tools, E-Commerce Platforms
The widespread use of modern technologies creates new requirements for specialists in the industry. Students should be fluent in both modern information systems and analytical tools and e-commerce platforms.
Students should have in-depth knowledge of modern information systems, in particular,
They allow for effective management of business processes and interaction with customers.
Analytical tools include big data analytics and predictive analytics.
They allow analyzing large amounts of data and identifying cоnsumer market trends, as well as predicting future demand. Students must know not only how to collect and process data, but also how to interpret it correctly to make strategic decisions.
The popularity of e-commerce requires retail management professionals to know e-commerce platforms. It can be Shopify, Magento, or WooCommerce. Understanding these platforms and their capabilities allows businesses to effectively use online resources to attract customers and increase sales.
AI Tools in Management: The emergence of artificial intelligence (AI) tools has revolutionized decision-making processes in management. For instance, GPT essay helper exemplifies how AI can assist in generating content, enhancing communication strategies, and automating routine tasks. These tools not only streamline operations but also provide critical insights into business trends, improving the accuracy of predictions and the efficiency of resource allocation. Managers need to be adept at leveraging AI to maintain competitive advantage in rapidly evolving markets.
Specific Retail Management Degrees and Study Locations
There are a variety of retail management programs and degrees available today. Some of the most popular include:
Bachelor’s degree program in retail management provides students with in-depth knowledge in all aspects, including marketing, finance, data analysis, and operational management.
Places of study may include universities and business schools. For example, Harvаrd Business School, Stanford Graduate School of Business, or London Business School.
Masters in Retail Management program is usually aimed at graduates of undergraduate management or business programs who wish to further deepen their knowledge of the industry. Study locations may include business schools such as Columbia Business School or INSEАD.
Many universities and online platforms offer short courses and certified programs in retail management. They are useful for those looking for a quick way to improve their skills. Some popular platforms include Coursera, edX, or Udemy.
Conclusion
Therefore, students studying retail management need to have a wide range of both theoretical and practical as well as technological knowledge to be competitive in the job market and to manage wisely and intellіgently in today’s retail environment. Diplomas and degrees in retail management play a significant role in preparing students for a career in this dynamic industry. Through a combination of practical experience and technology, programs provide students with the necessary knowledge and resources to pursue a suсcessful career.
Scott Roberts
He is the author of a blog about promising areas for students in today’s competitive labor market. Scott writes essays on marketing and business strategies. He researches the role of innovations in modern retail and big business.
Foodtastic, one of Canada’s leading restaurant operators, announced Tuesday it has signed a master franchising agreement with Inspire Brands to open hundreds of Dunkin’ locations across Canada.
Under the new agreement, Foodtastic said it will have exclusive rights to develop the Dunkin’ brand nationally through both corporate and franchise-operated locations. This expansion strengthens Foodtastic’s relationship with Inspire Brands and adds a globally recognized coffee and donut concept to its Canadian portfolio, it added.
“Bringing Dunkin’ back to Canada is a significant growth opportunity for Foodtastic and our franchise partners across the country,” said Peter Mammas, Foodtastic Founder and CEO. “This agreement demonstrates the strength of our relationship with Inspire Brands and the confidence we have built together through our work with Jimmy John’s in Canada. We are committed to growing the Dunkin’ brand thoughtfully to meet the needs of Canadian guests and communities.”
Peter Mammas, CEO of Foodtastic
The first Dunkin’ location in Canada is expected to open in late 2026 or early 2027. Foodtastic will manage market development, franchisee recruitment, and operations in Canada. The menu will feature a wide range of hot and iced coffees, espresso beverages, teas, donuts, sandwiches, and snacks, said the company.
“Foodtastic has a proven track record of successfully growing leading restaurant brands, already established with their early progress growing Jimmy John’s. We value the shared commitment, operational expertise, and long-term vision they bring to this partnership.”
For over 75 years, Dunkin’ has been a global leader in coffee and donuts, with more than 14,200 restaurants in nearly 40 markets. Details on the first Canadian location, market rollout, and franchise opportunities will be shared as development progresses, said Foodtastic.
Foodtastic photo
Foodtastic is a leading Canadian restaurant franchisor with a portfolio of 27 diverse brands and over 1,200 establishments across the country. Brands include Rotisseries Benny, La Belle et La Bœuf, Monza, Second Cup, Quesada, Freshii, and Pita Pit, among others.
Inspire Brands is a multi-brand restaurant company whose portfolio includes more than 33,300 Arby’s, Baskin-Robbins, Buffalo Wild Wings, Dunkin’, Jimmy John’s, and SONIC locations worldwide. The company was founded in 2018 and is headquartered in Atlanta, Georgia, USA.
Dunkin’, founded in 1950, is the largest coffee and donuts brand in the United States, with more than 14,200 restaurants in nearly 40 global markets. Dunkin’ is part of the Inspire Brands family of restaurants.
Southgate Centre in Edmonton. Photo: SMITH + ANDERSEN
For years, enclosed malls were often discussed as though they represented a declining segment of retail real estate.
Across Canada, however, many of the country’s strongest regional shopping centres have continued increasing in productivity and strategic importance. Retailers have concentrated expansion into dominant properties, consumers continue gravitating toward high-performing retail destinations, and ownership of many of Canada’s top malls has increasingly consolidated among a smaller group of major landlords.
Few companies illustrate that shift more clearly than Primaris REIT.
Over the past four years, Primaris has quietly transformed itself into one of the country’s most significant enclosed mall owners through an aggressive acquisition strategy focused on dominant regional shopping centres across Canada. The Toronto-based REIT now owns interests in 27 large-format retail properties nationwide, including 12 malls ranked among Canada’s top 50 by sales productivity according to newly released ICSC data.
The scale and pace of the transformation have been substantial.
“The past four and a half years have been transformational for the company,” said Primaris CEO Alex Avery in an interview with Retail Insider. “Our average sales productivity has increased from just over $500 per square foot to more than $800 per square foot, and we’ve added some exceptional properties to the portfolio.”
Avery said the company’s growth accelerated rapidly as long-held institutional retail assets unexpectedly became available across the Canadian market.
“There has been so much change in such a short period of time that you can almost lose perspective on the scale of the transformation,” he said. “When we step back and look at the portfolio today, it’s remarkable how much the business has evolved.”
Primaris CEO Alex Avery
Canada’s Mall Ownership Landscape Is Changing
Primaris completed more than $1.5 billion in acquisitions during 2025 and early 2026, significantly expanding its presence within several major Canadian retail markets.
Recent acquisitions include a 50% interest in Southgate Centre, acquired from Ivanhoé Cambridge in January 2025, as well as Lime Ridge Mall, Promenades St-Bruno, and interests connected to Oshawa Centre and Les Galeries de la Capitale.
Many of these properties had remained under institutional ownership for decades. Their availability reflected broader changes occurring across Canada’s commercial real estate sector as several major owners reassessed retail strategies following the pandemic and changing consumer behaviour.
Primaris moved aggressively into that opening.
“A number of these malls had not traded in more than 25 years,” Avery said. “The window of opportunity opened, and we were fortunate to be in a position to act.”
The acquisitions dramatically altered the composition of the company’s portfolio. Approximately 65% of Primaris’ portfolio is new since 2021.
The strategy has also positioned Primaris as Canada’s largest enclosed mall owner by property count.
“We now own interests in 27 large-format shopping centres across the country,” Avery said. “Twelve of those properties now rank among Canada’s top 50 malls by productivity.”
Oshawa Centre in Oshawa, ON
Building a Portfolio of Dominant Regional Malls
A central component of Primaris’ strategy has been focusing on dominant enclosed malls within major and mid-sized Canadian markets.
“Our objective is to own the dominant mall within each market where we operate,” Avery said.
The company’s portfolio increasingly reflects that strategy.
According to the 2025 ICSC Canadian mall productivity rankings, Southgate Centre ranked eighth nationally with sales productivity of $1,322 per square foot. Halifax Shopping Centre reached $1,081 per square foot, while Conestoga Mall achieved $958 per square foot.
Several newly acquired properties also recorded notable productivity growth following ownership transitions.
Lime Ridge Mall in Hamilton. Photo: Primaris REIT
Southgate Centre increased from $1,211 per square foot in 2024 under Ivanhoé Cambridge ownership to $1,322 in 2025 following the acquisition by Primaris and IMCO.
Oshawa Centre increased from $748 per square foot in 2024 to $809 in 2025.
Meanwhile, Lime Ridge Mall in Hamilton, acquired from Cadillac Fairview, reached $842 per square foot in the 2025 rankings.
The portfolio now spans a broad geographic footprint that extends far beyond Toronto and Vancouver, including major properties in Edmonton, Halifax, Waterloo, Hamilton, Kelowna, Quebec City, Windsor, Oshawa, Fredericton, Sudbury, Peterborough, and other regional markets.
That national reach has become increasingly important as retailers continue concentrating expansion into fewer high-performing regional shopping centres.
Becoming the “First Call” for Retailers
Primaris increasingly sees itself as more than a traditional mall owner.
Avery described the company’s long-term objective as becoming a national retail expansion platform for retailers entering or expanding within Canada.
“Our goal is to become the first call for retailers looking to expand or enter Canada,” Avery said. “We want to provide access to the country’s strongest regional shopping centres across a broad range of Canadian markets.”
That strategy relies on assembling a portfolio capable of giving retailers scalable access to multiple Canadian markets through dominant enclosed malls with concentrated customer traffic and strong sales productivity.
Halifax Shopping Centre. Photo: Primaris REIT
While luxury retail expansion often remains concentrated within Toronto and Vancouver, many national and international brands continue prioritizing successful enclosed malls in regional markets where retail competition is more limited and dominant properties capture a significant share of consumer spending.
The continuing strength of Canada’s top malls has also contributed to growing polarization within the enclosed mall sector. While weaker properties continue facing pressure tied to changing shopping habits, aging infrastructure, and reduced apparel demand, dominant malls have generally continued strengthening through luxury retail expansion, entertainment offerings, food and beverage growth, and experiential retail concepts.
Southgate Centre illustrates that dynamic particularly well within the Edmonton market.
“It is clearly the dominant mall within Edmonton,” Avery said. “It serves as a major regional destination for consumers throughout Northern Alberta.”
Capital Recycling Strengthens the Portfolio
As Primaris expanded through acquisitions, the company simultaneously disposed of several non-core assets as part of a broader capital recycling strategy aimed at improving overall portfolio quality.
The REIT completed roughly $400 million in dispositions during 2025, including the sale of Northland Village and Northland Professional Centre in Calgary.
The strategy reflects a deliberate shift toward what Primaris views as fortress regional malls with stronger long-term productivity and retailer demand fundamentals.
That repositioning helped increase portfolio same-store sales productivity to approximately $801 per square foot as of Q1 2026, up from $788 the previous year.
Primaris also reported approximately $5.3 billion in total assets and roughly $626.8 million in liquidity as of Q1 2026.
Southgate Centre in Edmonton. Photo: Primaris REIT
Canada’s Strongest Malls Continue to Outperform
The continued strength of dominant enclosed malls reflects broader shifts occurring across the Canadian retail sector.
Retailers increasingly appear focused on fewer, stronger locations capable of functioning as regional shopping hubs while delivering higher productivity and stronger brand visibility. Consumers, meanwhile, continue gravitating toward properties that combine retail, dining, entertainment, and experiential offerings within a single destination.
That trend has benefited dominant enclosed malls across several Canadian markets, particularly those with strong demographics, limited competing retail inventory, and well-established regional positions.
For Primaris, the company’s transformation now extends beyond simply owning shopping centres.
The REIT is increasingly positioning itself as a national retail platform tied to retailer expansion, redevelopment opportunity, and long-term concentration within Canada’s highest-performing enclosed malls.
Consumer insolvencies rose in the first quarter of 2026, with 37,121 Canadians filing a consumer insolvency, according to the latest data from the Office of the Superintendent of Bankruptcy (OSB).The Canadian Association of Insolvency and Restructuring Professionals (CAIRP) said this is the highest quarterly volume of consumer insolvencies since 2009 and is equivalent to roughly 17 Canadians filing for insolvency every hour during the quarter, on average, reflecting the sustained financial strain many households continue to face amid higher living costs, elevated debt loads, and heightened economic uncertainty.
Consumer insolvencies rose 8.5% in the first quarter compared to the same quarter last year.
“The latest consumer insolvency data suggests more Canadians are reaching a financial breaking point,” said Wesley Cowan, Licensed Insolvency Trustee and Vice Chair of the Canadian Association of Insolvency and Restructuring Professionals. “The concern is that many households are entering this next period of economic uncertainty already carrying debt they can no longer comfortably manage. When borrowing costs, employment conditions, and everyday expenses are uncertain, debt problems can become much harder to reverse without formal relief.”
Wesley Cowan
Compared to the previous quarter, consumer insolvencies were 6.5% higher in the first quarter of 2026. For the 12-month period ended March 31, 2026, insolvencies filed by consumers increased 4.2% compared to the 12-month period ended March 31, 2025, said the report.
With inflationary pressures re-emerging and the outlook for interest rates becoming less certain, many Canadians are managing debt in a less predictable economic environment. Volatility in energy prices, trade uncertainty, and uncertainty around employment can make it harder for indebted households to budget and plan ahead, it said.
Cowan said insolvency is often the result of months or years of financial pressure, rather than one isolated event.
“For someone already under financial strain, it does not always take a major crisis to trigger insolvency,” explained Cowan. “A job disruption, missed payment, rent increase, relationship breakdown, or unexpected expense can be enough to push someone past the point where they can recover on their own.”
Those tipping points can be harder to absorb when households are already relying on credit or delaying payments to manage everyday costs. By the time debt balances are growing faster than they can be repaid, the issue is no longer just monthly budgeting, but whether the debt itself is sustainable, added CAIRP.
“When people are trying to keep up with rising costs while carrying growing debt balances, they can appear to be managing financially until suddenly they are not,” says Cowan. “That often delays the point at which someone reaches out for help, and by then, their options may be more limited. Seeking advice from a professional early can help preserve more financial recovery options before the situation escalates.”
The report said business insolvencies in Canada declined by 7.5% in the first quarter of 2026 compared to the same quarter last year, with 1,232 businesses filing for insolvency. Yet while business insolvencies dropped year-over-year, they were 9.8% higher in the first quarter of 2026 compared to the previous quarter, against a backdrop of softer demand, higher fuel and input costs, still-elevated borrowing costs, and renewed uncertainty around trade, tariffs, and supply chains.
Filings also remain 27.6% above the first-quarter pre-pandemic average, underscoring that the operating environment remains challenging for many businesses. For the 12-month period ended March 31, 2026, insolvencies filed by businesses were 14.1% lower than the 12-month period ended March 31, 2025, it added.
Craig Munro
“The increase in business insolvencies compared to last quarter is a reminder that financial pressure on Canadian companies remains significant,” said Craig Munro, Licensed Insolvency Trustee and Chair of CAIRP. “While filings remain below the elevated levels seen at this time last year, many businesses are still operating in an environment marked by high costs, tighter margins, and ongoing economic uncertainty.”
He said many Canadian businesses continue to face a challenging operating environment shaped by higher financing costs, fluctuating input prices, softer consumer demand, and ongoing uncertainty around trade and supply chains. Unpredictable tariffs, supply chain disruptions, and cautious consumer spending can make it more difficult for businesses to price products, manage inventory, invest confidently in growth, or determine whether financial pressures are temporary or part of a longer-term shift. For otherwise viable businesses, the insolvency system can provide a structured path to stabilize operations and address debt challenges before they lead to sudden closures, job losses, or broader impacts on employees, suppliers, creditors, and local communities.
Recorded $291.0 million in total revenues, the highest first quarter revenue since 2019
Achieved box office revenues of $127.4 million, an increase of 25% over the prior year
Set first quarter records for Box Office Per Patron at $12.94 and Concession Per Patron at $9.54
International film product represented 13.0% of total box office revenues and delivered the highest first quarter box office revenues from international content in the Company’s history
Location-Based Entertainment delivered store-level EBITDAaL Margin of 25% in line with target
Reported net loss from continuing operations of negative $22.4 million, an improvement compared to $35.1 million in the prior year
Generated $4.1 million in Adjusted EBITDAaL compared to negative $10.7 million in the prior year
Repurchased 463,506 shares for cancellation under the Normal Course Issuer Bid
“Moviegoers continue to demonstrate that great content and shared moments are best experienced in theatres,” said Ellis Jacob, President & CEO. “Audiences responded strongly in the first quarter to standout original films, including Project Hail Mary and Hoppers, alongside well known franchise titles. International programming continued its momentum, with record-setting international films now being released in four of the past five quarters, highlighted in Q1 by Cineplex delivering over 30% of the domestic box office for Dhurandhar: The Revenge, the highest grossing Hindi language film in North American history.
“Collectively, the breadth of content in Q1 drove strong guest engagement, resulting in record first-quarter box office per patron and concession per patron as well as our highest Q1 revenue since 2019.
Ellis Jacob
“First-quarter Media results reflected lower demand for in-theatre advertising, driven by the diversion of spend toward the 2026 Winter Olympics and a tougher year-over-year comparison following higher pharmaceutical advertising in the prior year.
“Despite these near-term factors, advertisers continue to value cinema as a premium platform for reaching highly engaged audiences. Our Location-Based Entertainment business achieved its target store-level margin despite broader macroeconomic pressures.
“We remain focused on strengthening our balance sheet, enhancing financial flexibility, and delivering shareholder returns. During the quarter, we extended the maturity of our Bank Credit Agreement and returned capital to shareholders through share repurchases under our NCIB, reinforcing our commitment to a balanced and disciplined capital allocation strategy.
“Following a positive first quarter, April box office revenues were up 17% year over year. With the excitement coming out of CinemaCon, the industry is energized by the strength of the theatrical slate. With our ongoing focus on delivering premium guest experiences, we are well positioned to capitalize on the compelling film slate to deliver improved cash flow.”
Cineplex is a top-tier Canadian brand that operates in the Film Entertainment and Content, Amusement and Leisure, and Media sectors. It has 169 movie theatres and location-based entertainment venues. It operates The Rec Room, Playdium and Cineplex Junxion.
Scarborough Town Centre is emerging as one of Canada’s more distinctive retail success stories, driven not by luxury expansion or downtown densification, but by a strategy rooted in community connection.
According to the ICSC 2025 mall productivity rankings, the centre recorded approximately $1,073 in sales per square foot, placing it among the top-performing shopping centres in the country. This milestone marks the first time the centre has surpassed the $1,000 threshold, a notable achievement in a competitive national landscape.
Strong Growth Signals Momentum
Beyond the headline figure, the trajectory of Scarborough Town Centre’s performance is particularly significant. Sales have increased by approximately 84 per cent since 2021, reflecting sustained momentum over several years.
This level of growth positions the centre as an increasingly influential retail destination within the Greater Toronto Area, particularly in the eastern portion of the region where it serves a large and diverse population.
Community as a Driver of Retail Performance
The strategy behind this growth differs from that of many top-tier malls. Rather than focusing primarily on luxury expansion, Scarborough Town Centre has emphasized programming and initiatives that resonate with its surrounding community.
Robert Horst, Vice President, National Retail at Oxford Properties Group, pointed to “community-led, culturally resonant programming” as a key factor driving performance.
Robert Horst
He explained that events and initiatives rooted in local identity help build loyalty, increase visitation, and extend dwell time, all of which contribute directly to tenant sales. This approach reflects a broader understanding that retail success is closely tied to how well a centre connects with its audience.
Cultural Programming Builds Loyalty and Traffic
Scarborough Town Centre has implemented a range of initiatives that reflect the diversity and vibrancy of its surrounding community. These include events such as the Caribbean Carnival, Lunar New Year celebrations, and the Scarborough Walk of Fame.
These activations are not simply promotional efforts. They are designed to create a sense of place and belonging, encouraging repeat visits and strengthening emotional connections between the centre and its customers.
In turn, this sustained engagement translates into measurable retail performance, reinforcing the value of community-driven strategies in today’s retail environment.
Evolving Retail Mix Expands Appeal
Alongside its programming efforts, Scarborough Town Centre has continued to refine its retail offering to appeal to a broader audience. The introduction of key tenants and expanded store formats has helped strengthen its position as a regional destination.
Recent additions and expansions, including a prominent Uniqlo location and one of the largest Winners stores in the region, reflect a focus on both accessibility and scale. These retailers attract a wide customer base and complement the centre’s community-oriented approach.
Scarborough Walk of Fame 2026 induction ceremony at Scarborough Town Centre. Image supplied
Expanding Trade Area and Regional Influence
Scarborough Town Centre’s evolution is also extending its reach. By aligning its retail mix and programming with the needs and interests of its surrounding population, the centre is drawing customers from across the eastern GTA and beyond.
This expanded trade area supports continued growth and reinforces the centre’s role as a key retail and cultural hub within Toronto.
Rethinking What Drives Mall Performance
The performance of Scarborough Town Centre highlights an important shift in the retail landscape. While luxury and flagship retail continue to play a significant role in some markets, they are not the only paths to success.
Instead, the ability to connect with local communities, reflect cultural identity, and create meaningful experiences is proving to be equally important. In this context, Scarborough Town Centre offers a compelling example of how community engagement can translate into strong retail outcomes.
Scarborough Town Centre. Image: Oxford Properties
A Model Built on Relevance
As the Canadian retail sector continues to evolve, Scarborough Town Centre demonstrates that relevance is a powerful driver of performance. By aligning its strategy with the needs and identity of its customers, the centre has carved out a distinct position within the market.
Its recent growth suggests that community-focused retail is not only viable, but increasingly essential in a landscape where consumer expectations continue to shift.
A rapidly growing U.S. charcuterie franchise is officially entering the Canadian market as Graze Craze prepares to open its first Ontario location in Stoney Creek later this month, bringing a low-infrastructure foodservice model to a retail landscape increasingly shaped by rising restaurant construction costs, smaller-format retail spaces, and changing consumer habits.
The new location, at 312 Gray Road in Stoney Creek, is scheduled to officially open on May 21 with a ribbon-cutting ceremony expected to include Andrea Horwath. The store is locally owned and operated by Stoney Creek resident Danielle Parks.
The Ontario opening marks a milestone for the Florida-based company, which has expanded from a niche charcuterie startup into an international franchise operation with more than 100 locations globally in less than a decade.
From Social Media Trend to Scalable Retail Concept
Graze Craze was founded in 2018 by Kerry Sylvester, a U.S. Air Force veteran who identified an opportunity emerging from the growing popularity of charcuterie and “grazing” culture online.
At the time, elaborately arranged meat-and-cheese boards were rapidly gaining traction across Instagram, Pinterest, and other visually driven social platforms. Professionally assembled options, however, were typically limited to boutique caterers, specialty food shops, or high-end event providers.
Sylvester’s goal was to standardize the category into a scalable retail concept built around convenience, catering, presentation, and grab-and-go accessibility.
From the outset, the business was intentionally designed around operational simplicity. Unlike traditional restaurant concepts, Graze Craze locations generally do not require ovens, fryers, industrial ventilation systems, grease traps, or extensive commercial kitchens. Instead, stores focus on assembling fresh charcuterie assortments using prepared ingredients including meats, cheeses, fruits, breads, spreads, and specialty accompaniments.
That simplified operating model has become one of the company’s biggest expansion advantages.
Graze Craze enters Canada at a time when many foodservice operators are increasingly pursuing smaller, more flexible retail formats amid elevated construction and occupancy costs.
Locations typically occupy between 500 and 1,400 square feet, allowing the company to pursue smaller storefronts and second-generation retail spaces that may not accommodate traditional restaurant infrastructure.
The absence of complex kitchen systems can also significantly reduce construction costs and shorten opening timelines compared to conventional quick-service or fast-casual restaurants.
That flexibility is becoming increasingly relevant across Canada as landlords continue looking to diversify foodservice offerings within urban and suburban retail environments. Smaller-format concepts with lower buildout requirements are often easier to integrate into existing retail plazas and commercial corridors, particularly where traditional restaurant infrastructure may be limited.
The concept also reflects broader changes in consumer behaviour. Charcuterie boards and grazing-style dining have evolved beyond niche catering into mainstream social and corporate entertaining, particularly as presentation-focused food experiences continue performing strongly across social media.
Consumers are increasingly purchasing food products that function as both convenience offerings and lifestyle experiences. Graze Craze has positioned itself directly within that intersection.
The company markets its staff as “Grazeologists,” emphasizing a concierge-style approach to curated boards tailored to occasions and dietary preferences including Keto, vegetarian, and plant-based offerings.
Menu offerings also include smaller-format “Char-Cutie-Cups” designed for individual servings, office lunches, and corporate catering.
Expansion Accelerated Under United Franchise Group
The company’s growth accelerated significantly following its acquisition in 2021 by United Franchise Group, a West Palm Beach-based franchising organization with brands spanning signage, promotional products, foodservice, and business services.
Graze Craze was integrated into UFG’s Starpoint Brands division, providing access to franchise development infrastructure and operational support that helped rapidly scale the business across the United States and internationally.
Prior to entering Ontario, the company had already expanded into international markets including Australia and France.
Public-facing information also suggests the brand may have previously tested the Canadian market through a location in Brossard, Quebec before the current Ontario expansion. However, online listings currently identify the Brossard operation as temporarily closed, and Retail Insider was unable to independently confirm the current status of that location prior to publication.
Graze Craze. Photo: Grazecraze.ca
Canadian Expansion Appears Positioned for Growth
The Stoney Creek opening appears to represent the beginning of a broader Canadian growth strategy.
The company has launched a dedicated Canadian website through Graze Craze Canada and is actively marketing franchise opportunities across the country.
Franchise investment requirements are generally positioned between approximately $175,000 and $250,000 USD depending on market conditions and buildout needs. The relatively modest footprint and simplified operational model may appeal to entrepreneurs seeking alternatives to more capital-intensive restaurant concepts.
The brand has also received growing recognition within the franchise industry amid its recent expansion trajectory, including recognition among emerging and fast-growing franchise concepts in 2025.
