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Sears Canada Shutters: This Day in History

By
Craig Patterson
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Former Sears Canada store at CF Fairview Mall in Toronto, January 2018. Photo: Dustin Fuhs

January 14, 2025, marks seven years since Sears Canada—a retail giant once synonymous with shopping in Canada—closed its final stores. This milestone prompts reflection on the retailer’s legacy, the reasons for its failure, and its lasting impact on the Canadian retail landscape. From its ambitious beginnings to its ultimate demise, Sears Canada’s story offers lessons for retailers navigating today’s ever-evolving market.

Sears Canada: From Entry to Expansion

Sears Canada began as a joint venture between Sears, Roebuck & Co. of Chicago and Simpsons of Toronto in 1952, forming Simpsons-Sears Limited. This partnership combined Simpson’s understanding of the Canadian market with Sears’ extensive catalog and retail expertise. The first Simpsons-Sears store opened in Stratford, Ontario, in 1953, followed by rapid expansion across the country.

At its peak, Sears Canada operated hundreds of stores and was a staple of Canadian households. Its catalog business became iconic, reaching millions of homes with a wide array of products, from appliances to clothing. The catalog, often called the “Wish Book,” was particularly significant during the holiday season, influencing consumer culture and creating nostalgia for generations of Canadians.

Former Sears Canada store, photo: Dustin Fuhs

The Beginning of the End

Despite its early dominance, cracks began to appear in Sears Canada’s foundation by the 1990s. The company struggled to adapt to changing retail dynamics, facing increasing competition from Walmart, Canadian Tire, and later Amazon. The acquisition of the bankrupt Eaton’s chain in 1999 was a pivotal misstep. Sears attempted to reposition Eaton’s as a luxury brand, but the strategy faltered, and the Eaton’s stores were shuttered by 2002.

Leadership changes and strategic missteps further eroded the retailer’s position. By the early 2000s, Sears Canada faced mounting challenges, including an aging customer base, a lack of investment in e-commerce, and an inability to clearly define its brand. These issues compounded as competitors modernized and captured market share.

Former Sears Canada store at Upper Canada Mall in Newmarket, ON (Image: Sears Canada)

What Went Wrong?

Several factors contributed to Sears Canada’s downfall:

  1. Failure to Innovate: The retailer lagged behind in adopting e-commerce, leaving it ill-equipped to compete with Amazon and other online retailers. Its website lacked the functionality and user experience needed to attract modern consumers.
  2. Leadership and Ownership Issues: Under Eddie Lampert’s leadership, Sears Holdings Corporation (Sears Canada’s largest shareholder) focused on cost-cutting and real estate sell-offs rather than reinvestment in the core business. This short-term strategy exacerbated the retailer’s decline.
  3. Brand Identity Crisis: Sears Canada struggled to appeal to younger demographics while retaining its traditional customer base. Its product mix lacked focus, alienating both groups.
  4. Competitive Pressure: The rise of big-box retailers like Walmart and Costco, alongside the growing popularity of e-commerce, left Sears Canada unable to maintain its market share.
  5. Economic Challenges: The 2008 financial crisis and subsequent economic shifts further strained the company’s resources and customer base.
Former Sears store at CF Toronto Eaton Centre in Toronto, 2013. Photo: Dustin Fuhs
SEARS METROTOWN: FORMER SEARS CANADA CEO RON BOIRE VISITED THE BURNABY STORE IN 2015 AS PART OF HIS B.C. TOUR. BOIRE STOPPED TO VISIT WITH METROTOWN EMPLOYEES JOYCE CHIEN, VICKY HERNANDEZ AND BIANCA LEUNG. PHOTO: LARRY WRIGHT/BURNABY NOW

Competitor Analysis

While Sears Canada faltered, its competitors thrived by adapting to new trends. Walmart expanded aggressively, offering low prices and a robust e-commerce platform. Canadian Tire solidified its market position by innovating within its niche and investing in loyalty programs like Triangle Rewards. Amazon disrupted traditional retail with its convenience and vast selection, attracting tech-savvy consumers that Sears failed to engage.

Hudson’s Bay, a fellow department store, survived by leveraging its history and focusing on upscale and high-margin products. However, even it faced struggles, highlighting the challenges of the department store model in the digital age in North America.

Former Sears store at CF Toronto Eaton Centre. Photo: Dustin Fuhs

The International Context

Sears Canada’s struggles mirrored those of its parent company, Sears, Roebuck & Co., in the United States. Both entities failed to adapt to the changing retail environment, facing similar challenges with leadership, innovation, and competition. While the U.S. division also entered bankruptcy, Sears Canada’s fate was sealed by its unique challenges in the Canadian market, including differences in consumer behaviour and market dynamics.

The rise and fall of Sears globally reflect broader trends in the retail industry, including the decline of department stores and the rise of e-commerce giants. The story of Sears Canada highlights how even established brands can falter if they fail to evolve.

Scarborough Town Centre Sears Box Redevelopment (Image: Matheson Constructors)

Aftermath and Legacy

The closure of Sears Canada left a significant void in the Canadian retail landscape. Many of its former stores, particularly in suburban shopping malls, remained vacant for years. Some of the large retail spaces proved difficult to repurpose, with some malls struggling to attract new tenants. This has contributed to the broader challenges faced by shopping malls in an era of declining foot traffic and changing consumer preferences.

However, many Sears Canada locations eventually found new life. Former Sears spaces have been repurposed into new retail space, mixed-use developments, fitness centres, and even educational institutions. This adaptive reuse reflects the shifting priorities of property developers and the evolving needs of communities.

For employees, the closure was devastating. Approximately 12,000 workers lost their jobs, many of whom faced difficulties finding comparable employment. The liquidation process also left pensioners in a precarious position, sparking debates about corporate responsibility and the protection of worker benefits.

Conclusion

Seven years after its closure, Sears Canada remains a cautionary tale of a retail giant that failed to adapt to a rapidly changing market. Its legacy endures in the memories of Canadian consumers and the lessons it offers to today’s retailers. As the industry continues to evolve, the story of Sears Canada underscores the importance of innovation, adaptability, and strategic leadership in achieving lasting success.

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Lightspeed Launches Mobile Checkout Feature for Retailers

By
Craig Patterson
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Image: Lightspeed Commerce

Montreal-based Lightspeed Commerce Inc., a global leader in omnichannel commerce solutions, has unveiled its latest retail innovation: Selling on Lightspeed Scanner. The feature, now available on iPhone, is set to transform in-store shopping by allowing sales associates to complete purchases directly with customers. This eliminates the need for checkout lines and enhances personalized service.

This breakthrough comes as retailers face growing pressure to deliver frictionless and customized experiences. According to Lightspeed’s State of Retail 2024 Report, 39% of shoppers cite exceptional customer service as their top reason for spending more. The new feature empowers retailers to meet this demand head-on, addressing common frustrations such as long queues and inefficient service.

Transforming the In-Store Experience

Selling on Lightspeed Scanner equips sales associates with tools that redefine the in-store shopping experience. By enabling employees to finalize purchases directly on the sales floor, the feature eliminates the bottleneck of traditional checkout counters. Customers can enjoy a more seamless experience as transactions are completed on the spot.

The technology also enhances the role of sales associates, enabling them to deliver more personalized service. Employees can check inventory in real-time, provide tailored consultations, and process purchases without ever leaving the customer’s side. This approach not only improves operational efficiency but also strengthens the connection between retailers and their customers.

Additionally, the feature is designed for versatility. It works effectively across diverse retail settings, including pop-up shops, events, and large-format stores. By providing flexibility, Lightspeed is catering to the evolving needs of modern retailers and the dynamic environments in which they operate.

Elevating Customer Service

Personalized and efficient service is becoming increasingly vital in retail. Research from Lightspeed indicates that 42% of shoppers are open to VIP shopping experiences, such as skipping lines and receiving tailored recommendations. The new feature aligns with these expectations by enabling sales associates to create faster, more customized interactions.

Dax Dasilva, CEO, Lightspeed
Dax Dasilva, Founder and CEO of Lightspeed

“This launch marks a pivotal moment for retailers,” said Dax Dasilva, CEO of Lightspeed. “By closing the sale directly with the customer—no lines, no disruptions—retailers are meeting shoppers’ needs for speed and personalization, all while creating moments of delight that turn transactions into lasting relationships.”

Retailers using the system are already seeing results. Cody Coleman, owner of Do It Yourself Pest and Weed, shared his experience: “The new selling function on Lightspeed Scanner for X-Series with Tap to Pay has given our team peace of mind. It provides a backup ready when unexpected issues occur, without the added cost of extra hardware. Plus, we now have the flexibility to quickly add an additional register when the store gets busy.”

A History of Innovation

The introduction of mobile checkout is the latest in Lightspeed’s long-standing commitment to revolutionizing retail. The company has consistently delivered solutions that address modern challenges, from optimizing inventory management with Retail Insights to streamlining employee scheduling through enhanced Homebase integration.

These tools reflect Lightspeed’s vision of empowering merchants to thrive in a competitive landscape. By providing technology that simplifies operations and enhances customer experiences, Lightspeed helps retailers stay ahead of evolving market trends.

Why This Matters for Retailers

The benefits of Selling on Lightspeed Scanner extend beyond customer satisfaction. By enabling faster, more efficient transactions, the technology reduces bottlenecks and allows retailers to optimize their workforce. It also supports retailers in environments requiring flexibility, such as pop-up shops or busy seasonal periods, without the need for costly additional hardware.

For customers, the feature delivers a frictionless shopping experience that meets their growing expectations for speed and personalization. For retailers, it’s a valuable tool for improving operational efficiency and building long-term relationships with shoppers.

About Lightspeed

Founded in Montreal in 2005, Lightspeed Commerce Inc. has grown into a global powerhouse in retail and hospitality technology. The company’s cloud-based platform enables merchants to unify online and in-store operations, manage multichannel sales, and simplify payments. Serving over 100 countries, Lightspeed continues to lead with innovation, empowering businesses to deliver exceptional customer experiences across all touchpoints.

Lightspeed’s tools provide merchants with the capability to scale, adapt, and thrive in a dynamic market. With Selling on Lightspeed Scanner, the company is taking yet another step toward shaping the future of retail—one seamless transaction at a time.

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Quartz Co. Celebrates Canadian Winter with Bold New Campaign

By
Anita Mehra
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Quartz Co. campaign images. Photo: Quartz Co.

Montreal-based outerwear brand Quartz Co. has launched its ambitious Winter 2025 marketing campaign, aiming to redefine how Canadians embrace winter. Known for its eco-conscious innovation and sophisticated designs, Quartz Co. has unveiled a message that positions winter not as a challenge but as an opportunity for confidence and celebration.

The campaign, titled “Keep Your Cool,” is spearheaded by Quartz Co.’s Vice President of Marketing and Communications, Francis Guindon. It aims to shift perceptions of winter through a blend of wit, charm, and bold visual storytelling. “We’re redefining how people perceive winter—giving them the tools, the confidence, and the style to truly own it. This campaign is about more than outerwear; it’s about a mindset,” says Guindon.

Francis Guindon

Striking Visuals and Taglines

Designed to resonate deeply with the brand’s ethos, the campaign showcases Quartz Co.’s commitment to style and performance. The visuals are infused with striking taglines such as “Got Our Survival Kit,” “Too Warm to Handle,” and “Arctic Air? Don’t Care.” These, paired with bold colour palettes of red, blue, icy tones, and luminous beige, echo Canadian pride and the latest in winter fashion trends.

Drawing inspiration from 1990s advertising while embracing a contemporary aesthetic, the campaign bridges the brand’s history with its vision for the future. “It’s bold, it’s confident, and it’s unmistakably Quartz Co.,” Guindon explains.

Celebrating a Global Presence

Since its reimagining in 2015, Quartz Co. has evolved from a Canadian favourite to an international outerwear brand. With flagship stores in Montreal and a presence in global markets, the company has become a leader in sustainable, high-performance outerwear. Its nomination for the 2024 CAFA Awards as Outerwear Brand of the Year underscores its prominence in the fashion industry.

Quartz Co. campaign images. Photo: Quartz Co.

“Montreal is the heart of Quartz Co., the world is its playground,” says Guindon, highlighting the brand’s creative inspiration from its home city and urban landscapes worldwide.

Behind the Scenes

The campaign features creative direction by Francis Guindon, photography by Samuel Pasquier, and styling by Marianne Dubreuil and Raphaelle Simard. The result is a compelling narrative that celebrates both the rugged spirit of Canadian winters and the elegance of global fashion.

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Future Bleak for Canadian Women’s Mid-Priced Retailers

By
Craig Patterson
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Cleo store in Lethbridge, AB. Photo: Downtown Lethbridge

The Canadian women’s apparel market is facing turbulent times, with mid-priced specialty retailers experiencing significant challenges. Recent announcements, such as Comark’s closure of its Ricki’s and Cleo banners and the acquisition of Northern Reflections by Putman Investments, have highlighted the precarious state of this segment. 

Randy Harris, founder of Trendex North America, shared his insights on these developments and the broader implications for the industry during an in-depth conversation.

The Mid-Priced Segment: A Shrinking Market

Harris didn’t mince words when discussing the fate of mid-priced women’s retailers, a segment he describes as “in the worst possible position.” He cited economic uncertainty, shifting consumer preferences, and increased competition as compounding factors.

Randy Harris

“This niche is shrinking,” Harris stated. “If you’re a mid-priced retailer without a unique brand proposition, there’s no future for you. We see flashes in the pan—brands that rise and disappear within a few years.”

Harris highlighted that many retailers in this segment struggle to differentiate themselves, relying heavily on private-label products without the marketing budgets to build lasting brand recognition. He speculated that Doug Putman, now at the helm of Northern Reflections, would likely slash marketing expenditures to cut costs.

“Marketing is always the first thing to go,” he noted. “But in this segment, it’s essential to stand out.”

Northern Reflections: A Transition Fraught with Challenges

Northern Reflections has attempted to reinvent itself in recent years, shifting away from fleece tops and “cute Christmas sweaters” to a more modern product lineup. However, Harris questioned whether these efforts will yield long-term success.

“They’ve worked to change their image, but it’s still an uphill battle,” he said. “The segment they’re in isn’t growing, and standing out requires substantial investment. It’s hard to see how they’ll achieve sustainable growth.”

Harris predicted that Putman’s immediate focus would be on profitability, likely through closing underperforming stores and cutting costs. “Putman’s strategy will probably involve slashing marketing budgets, which might save money in the short term but won’t help them stand out in a crowded market.”

Erosion of Demand for Dressy Apparel

Another hurdle for women’s specialty retailers lies in evolving consumer behaviour. Harris observed that women in the 40-plus demographic are buying less dressy apparel—a staple for many mid-priced brands.

“The market isn’t growing, and much of the demand is shifting toward casual and practical clothing,” Harris explained. “This leaves retailers like Northern Reflections and their competitors scrambling to adapt.”

He added that the age group traditionally targeted by these retailers is also exploring e-commerce and second-hand options, further fragmenting the market.

Ricki’s store opening at Willowbrook Centre in Langley, BC. Photo: Ricki’s

The Competitive Landscape: Independent Retailers and Regional Dynamics

While national chains like Ricki’s and Cleo have dominated headlines, Harris pointed out that the Canadian market is dotted with independent retailers, particularly in smaller communities.

“In towns like Red Deer, you’ll find independents catering to this niche,” Harris said. “They’re not in big cities, but they fill a gap with a curated selection of brands. However, these stores face their own challenges in keeping up with changing trends and consumer demands.”

Despite their localized appeal, these independents are under pressure from second-hand retailers and discount chains, which continue to draw budget-conscious consumers. Harris also noted that many independents lack the scale or resources to compete with larger, more established brands.

Second-Hand Retail: A Growing Threat

Harris emphasized that second-hand retailers are gaining traction among budget-conscious consumers, particularly in the women’s mid-priced segment. “Women in the 40-plus demographic are increasingly turning to second-hand options,” he said. “They’re looking for value and variety, which these retailers are offering.”

This trend reflects a broader shift toward sustainability and affordability, which has disrupted traditional retail models. Harris acknowledged that while second-hand shopping isn’t a new phenomenon, its impact on the mid-priced segment has grown significantly in recent years.

Northern Reflections at Sherwood Park Mall (March 2022) Photo: Rebecca Quinn / Sherwood Park Mall

E-Commerce: Not the Panacea Many Expected

While e-commerce has surged in popularity across many retail segments, Harris argued that its growth in Canadian apparel has been overestimated.

“People always talk about Lululemon and Aritzia as though they represent the entire market, but they don’t,” Harris said. “The real market is brands like Reitmans, and their e-commerce sales have been down. Even Canada Goose reported a decline in online sales last quarter.”

Harris believes that mid-priced retailers’ reliance on e-commerce to offset in-store losses is unlikely to yield long-term success. “Consumers in this demographic are looking for value, and e-commerce isn’t necessarily delivering that,” he stated.

A Grim Outlook for the Segment

Harris concluded the discussion with a sobering assessment of the mid-priced women’s retail market. “This is an unglamorous niche, and it holds out very little prospect for sustained success,” he said. “Retailers in this segment are under immense pressure, and many will not survive without drastic changes.”

While Harris acknowledged the resilience of independent retailers and the potential for niche players to carve out a loyal customer base, his overall outlook remained cautious. “The facts are the facts,” he said. “This segment faces structural challenges that won’t be resolved overnight.”

He ended with a pragmatic suggestion for survival: “Retailers need to innovate, differentiate, and build a strong understanding of their target audience. Without a unique offering or a clear value proposition, they’re not going to last.”

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Calgary-based SophieGrace receives endorsement from Eva Longoria (Video)

By
Mario Toneguzzi
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Emma May
Emma May

Calgary-based fashion retailer SophieGrace recently received an unexpected personal endorsement from Hollywood star Eva Longoria.

The celebrity posted a short video on her social media describing her purchase of clothing from the Calgary brand, which was officially launched in 2020 by Emma May.

And the endorsement couldn’t have come at a better time as May looks to expand the brand into the U.S. market.

“It’s just this incredible reinforcement of what we’re doing. What was cool about it is she bought from an Instagram ad. We did not approach her. We had no contact with her. She saw our products online. And she bought it. And when she received it, she liked it and she decided to make a post about it,” said May.

“We weren’t expecting it. We didn’t know it was going to happen. And then you’re like, ‘Oh my God, this is so cool’. We saw her order come through.”

Photo from Eva Longoria Instagram Page
Photo from Eva Longoria Instagram Page
Youtube video

The brand has showrooms in Calgary and Vancouver but May said the focus and strategy from day one has been online.

Emma May
Emma May

“I knew that my customer was sort of a type of woman as opposed to regional. Whether she’s living in Atlanta, Georgia, or Calgary, or Toronto, or New York, she’s someone who’s professional and needs to look pulled together for the office,” said May.

“Basically, we are a brand that caters to professional women and we give them mix and match really comfortable separates that create easy solutions for suiting. We really focus a lot on monochromatics so that our colour palettes match really perfectly all the time so you can pull together something that’s really easy and comfortable. All of our products right now are machine washable. So even the blazers and the pants, everything is like super comfortable, stretchy. You feel good in it, but it looks really elevated and elegant.” 

The brand is worn by a few CNN anchors, such as Abby Phillip, as well as commentator Rachael Segal and Alberta Premier Danielle Smith.

“Our customer list is actually pretty impressive,” said May.

Emma May
Emma May

“What we found is that about 20 per cent of our customers are in the American market and they’re all over the U.S. It’s Alabama, Mississippi, New York, LA, San Francisco, Seattle. You name it. So we don’t really have a specific geographic location we cater to but it’s definitely a type of woman.

“She’s usually sort of like 40 and over. She’s got a professional workplace  thing and she wants stuff that lets her feel super comfortable and pulled together in the flash of an eye. The plan is really for us to expand into the U.S. market because what we’re finding is that our U.S. customer spends a lot more money and she is coming back to us at the same rate as our other customers. 

“So we’ve got about a 40 to 45 per cent repeat customer rate. Our customers come back to us on repeat and then we’ve got about five per cent of our customers who basically have bought the entire collection, everything that we do. We have a repeat customer stat that’s actually akin to menswear. It’s not something that’s actually found a ton in the womenswear space. So we’re really lucky in terms of that, but I think it’s because we’re really catering to a very specific demo.”

May said the brand’s opportunity in the U. S. is huge. 

“It’s important for Canadian exporters to get down here to get a handle on this market to understand what’s going on. Americans love Canadian brands. They love lululemon. They love Aritzia. They love Canada Goose. We have a very successful track record in the US and there’s no reason why our company can’t  follow that path.”

Emma May
Emma May

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4 out of 5 consumers want to receive text messages from brands they love at least once a week: Report

By
Mario Toneguzzi
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Photo by Following NYC
Photo by Following NYC

Vibes, the intelligent mobile engagement platform, has announced the findings from its 8th annual comprehensive Consumer Insights survey.

Every year, Vibes said it surveys a broad range of over 1,000 mobile-centric consumers with the intention of understanding what their relationship with their smartphones looks like today; how this has changed over multiple years; how they prefer to interact with brands on their phones, and how these interactions help or hinder their path to purchase.

“Among the core findings for 2025 is the power that SMS and digital wallets have together on influencing consumer purchases, with 86% reporting that they’re more likely to engage with or redeem mobile offers sent to them via text message than those sent via email or offers in a brand’s mobile app,” it said.

“What’s more, the survey found that these channels are equally influential on their own, with 4 out of 5 consumers preferring brands send them text messages at least once a week, and with more than half saying they use digital wallet passes (often called Mobile Wallet passes) at least a few times each week.

The report said over 55% of consumers also said they’re more likely to engage with brands that offer a digital wallet option for coupons/offers and loyalty cards, with more than half wishing they could do away with physical wallets and just use digital ones.

“This growing preference of SMS and digital wallets clearly opens an opportunity for brands looking to drive more in-store and in-location traffic, given 98% open rates for SMS and the ability to directly attribute the ROI that a digital wallet drives for their business. 51% of consumers even said they’d be interested in using digital wallets more frequently than they do now, if the ones saved on their phones automatically updated with new promotions – a sentiment that rose from 43% of consumers surveyed last year,” explained the report.

Alex Campbell
Alex Campbell

“Every year we’ve conducted the Consumer Insights survey, we’ve been thrilled to watch the evolution of both SMS and Mobile Wallet in consumers’ eyes – from fun but moderately-used channels to the absolute cornerstones of their shopping and dining experiences”, said Alex Campbell, Vibes’ Co-Founder & CIO.

“Seeing how this ties into purchase behavior and brand revenue this time around only underscores just how crucial these channels have become for modern brands and the consumers who love them”.

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Stagnant small business investment to fall in next 2 years: CFIB

By
Mario Toneguzzi
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Photo by MART PRODUCTION
Photo by MART PRODUCTION

Nearly a third (32%) of Canadian small businesses expect their capital investments to decrease over the next two years, finds a new report from the Canadian Federation of Independent Business (CFIB).

Additionally, only two in five are making investments to improve their productivity.  

The report, Removing roadblocks: Unlocking small business capital investment, said that, when adjusted for workforce size, business investment in machinery and equipment declined by 16% — equivalent to $1,178 less per private sector worker— between 2013 and 2023. This drop in investment is exacerbating Canada’s productivity challenges, which already lags behind most G7 countries, it added. 

Bradlee Whidden
Bradlee Whidden

“If we don’t improve our productivity and make it easier for businesses to equip workers with the tools and equipment they need to be more efficient, Canada risks falling behind its global competitors, losing entrepreneurs to other countries, and worsening the standard of living for all Canadians,” said Bradlee Whidden, senior policy analyst for Western Canada and report co-author. “We will all feel the impacts, that’s why governments need to act now, and fast.” 

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

Over two-thirds (69%) of businesses said equipment costs are deterring them from investing in capital, followed by the high cost of doing business (56%) and cash flow constraints (50%). Nearly four in 10 small businesses (37%) in British Columbia, Saskatchewan, and Manitoba report that their inability to write off Provincial Sales Taxes is a barrier to increasing their investments, said the report.

“To tackle Canada’s stagnant productivity and encourage more investment, CFIB is calling on the federal government to simplify and make the Accelerated Investment Incentive and Immediate Expensing measures permanent to allow faster write-offs, as well as abandon its increase in the capital gains inclusion rate to 66.7% from 50%,” said the CFIB.

It said all levels of government should: 

  • Reduce corporate income tax rates, allowing businesses to reinvest more of their income. 
  • Prioritize faster permitting, processing, and impact assessments for large infrastructure projects especially in capital-intensive sectors like energy. 
Francesca Basta
Francesca Basta

“All governments have a role in tackling Canada’s productivity emergency by adopting policies that make it easier for businesses to make valuable investments,” said Francesca Basta, CFIB’s research analyst. “Providing small businesses with the financial space and tools they need will increase productivity and boost economic activity, allowing for more production and lower prices at a time when Canadians need it.” 

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Canadian Retail News From Around The Web For January 14, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

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

MEC said to be up for sale for second time in five years (Business in Vancouver)

Trudeau resignation’s impact on grocery industry (Grocery Business)

Shopify buys pair of domain names from Emerge Commerce (Financial Post)

New consignment store in Regina will allow customers to buy and/or sell their own clothing for cash (CTV)

Sudbury workwear manufacturer signs major retail partnership agreement (Elliott Lake Today)

Co-op scraps long-simmering plans for affordable Hull grocery store (CBC)

“I can’t serve coffee without violating zoning laws”: This Little Italy corner store is caught between NIMBY complaints and archaic bylaws (Toronto Life)

New L’OCA grocery store in Edmonton’s Crestwood neighbourhood to open at month’s end (MSN)

Retailer brings Vietnamese products closer to consumers in Canada (Vientnam Plus)

North Vancouver hospital charity thrift shop reopens at new location (North Shore News)

Scarcity of 24-hour grocery stores in Ottawa: a growing struggle for students (The Fulcrum)

Calgary Co-op to anchor vibrant development in Marda Loop (Grocery Business)

Chemainus Hardware ends Ace partnership (Cowichan Valley Citizen)

Lululemon Boosts Q4 Forecasts After Strong Holiday Sales

By
Maya Johnson
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Entrance doors to Lululemon at Yonge and Bloor in Toronto. Photo: Craig Patterson


Lululemon Athletica Inc., the Vancouver-founded athletic apparel giant, has raised its revenue and earnings guidance for the fourth quarter of its fiscal year. The company attributes the revision to strong consumer demand during the holiday season, reflecting continued momentum in its business strategy.

Meghan Frank, Lululemon’s Chief Financial Officer, credited the company’s elevated performance to shoppers’ enthusiastic response to its product offerings. “The holiday season proved to be a success, underscoring the strength of our brand and the appeal of our offerings,” Frank said in a statement.

Revised Revenue and Earnings Projections

Meghan Frank, Lululemon’s Chief Financial Officer

The company, which reports its financial results in U.S. dollars, now anticipates net revenue for Q4 to range between US$3.56 billion and US$3.58 billion, compared to the earlier forecast of US$3.48 billion to US$3.51 billion. This updated projection reflects an 11% to 12% growth over the same period in 2023, or a 6% to 7% increase excluding the extra 53rd week in fiscal 2024.

In terms of profitability, Lululemon raised its diluted earnings per share (EPS) estimate to a range of US$5.81 to US$5.85, up from the prior range of US$5.56 to US$5.64. The upward revision demonstrates robust operational performance and efficient cost management during a critical shopping season.

Lululemon’s Evolution from Local Innovator to Global Powerhouse

Founded in Vancouver in 1998 by Chip Wilson, Lululemon began as a yoga-inspired activewear brand with a focus on technical athletic apparel. Initially operating out of a single store in the Kitsilano neighbourhood, the company quickly grew in popularity due to its innovative fabrics, community-driven marketing, and commitment to a health-conscious lifestyle.

The company went public in 2007 and has since expanded its product lines to include apparel for running, training, and everyday wear, as well as an increasingly popular menswear segment. With over 650 stores globally, Lululemon continues to solidify its position as a leader in the activewear market. Its acquisition of home fitness company Mirror in 2020 further showcased its ambition to integrate wellness and technology.

Meeting Consumer Demands in a Competitive Market

Lululemon’s latest guidance reflects its ability to navigate a challenging retail landscape. Despite rising economic uncertainties and intensifying competition from rivals like Alo Yoga, Nike, Adidas, and emerging athleisure brands, Lululemon remains a standout performer. The company’s premium pricing strategy and loyal customer base have helped it maintain healthy margins and consistent growth.

Key to its success is its product innovation. Signature fabrics like Luon, Nulu, and Everlux set the brand apart, catering to both performance and lifestyle needs. Moreover, Lululemon’s commitment to sustainability resonates with modern consumers. Its “Be Planet” initiative focuses on reducing waste, sourcing sustainable materials, and achieving net-zero emissions by 2050.

Momentum Ahead for Fiscal 2024

This positive Q4 outlook caps a strong fiscal year for Lululemon, showcasing its ability to drive growth through product innovation, strategic marketing, and omnichannel expansion. The company’s increased focus on e-commerce, which saw a surge during the pandemic, remains a critical pillar of its growth strategy. Its digital sales continue to complement its brick-and-mortar operations, creating a seamless shopping experience for customers.

Industry analysts view Lululemon’s success as a barometer for the broader athleisure and activewear market. The company’s ability to adapt to changing consumer preferences, such as the shift towards comfort-driven fashion, underscores its resilience and market leadership.

Challenges and Opportunities in 2025

As Lululemon moves into 2025, maintaining its growth trajectory will require balancing innovation with operational efficiency. Expanding into untapped markets and growing its menswear and footwear lines are potential growth areas. However, global economic pressures and evolving consumer habits will test the company’s agility.

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Red Apple Opening New Store in Gravelbourg, SK, February 14

By
Maya Johnson
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Photo: Red Apple Stores

Red Apple Stores is set to bring its signature value-driven shopping experience to the residents of Gravelbourg, Saskatchewan, with the grand opening of its newest location on Friday, February 14, 2025. 

Known for its commitment to serving small towns and rural communities, Red Apple’s latest store highlights the retailer’s dedication to creating accessible and affordable shopping options for families across Canada.

Commitment to Small Communities

“We couldn’t be more thrilled to expand into Gravelbourg,” says Brendan Proctor, CEO of Red Apple Stores. “Our mission is to deliver great value, incredible deals, and quality products to families, and we’re looking forward to serving the wonderful people of this community.”

Brendan Proctor, CEO of Red Apple Stores

The new Gravelbourg location is part of Red Apple’s strategy to solidify its presence in small-town Canada, where it has become a trusted shopping destination for over 20 years. With more than 140 stores across the country, the retailer is celebrated for offering friendly service, a welcoming environment, and a diverse product assortment tailored to meet the needs of local shoppers.

One-Stop Shopping for Families

The Gravelbourg store promises to deliver an extensive selection of products across several categories, making it a convenient one-stop shop for families. Shoppers can expect to find:

  • Fashion and apparel for all ages.
  • Home essentials to refresh living spaces.
  • Toys and everyday goods to meet household needs.
  • A curated selection of food items and treats.

Adding to the store’s appeal is Red Apple’s signature Candyworks™ candy shop, a favourite among customers for its wide variety of sweets and confections.

Grand Opening Celebration

To mark the occasion, Red Apple is hosting a grand opening celebration starting at 9:00 a.m. on February 14. The event will include a ribbon-cutting ceremony and several exciting promotions:

  • $10 shopping card and free laundry basket for the first 100 customers.
  • Limited-edition Red Apple shopping totes, available while supplies last.
  • Exclusive deals and discounts throughout the weekend.
  • A chance to win a $1,000 shopping spree, with no purchase necessary.

These festivities are designed to welcome the Gravelbourg community with a memorable shopping experience, introducing residents to the value and convenience Red Apple Stores is known for.

About Red Apple Stores

Red Apple Stores has built its reputation as Canada’s favourite hometown store, focusing on small-town general merchandise retail. With over 140 locations nationwide, the chain prides itself on providing exceptional service, quality products, and unbeatable value in categories such as food, fashion, and home essentials. For more than two decades, Red Apple has been a reliable retailer, offering big savings and creating a welcoming shopping experience in smaller communities.

Red Apple Stores is a Canadian chain of general merchandise retail stores, serving small towns and rural communities across the country. Founded in 1991, the company has grown to over 140 locations, offering a wide range of products including clothing, household goods, toys, and groceries.

The origins of Red Apple Stores can be traced back to The Bargain! Shop, which was established in 1991 as a closeout store division of Woolworth Canada. In 1999, The Bargain! Shop was sold to a Canadian investment company, marking its transition to a Canadian-owned entity.

In 2012, The Bargain! Shop began rebranding its stores to Red Apple, aiming to refresh its brand identity and better serve its customer base. This rebranding effort was part of a broader strategy to enhance the shopping experience and align the stores more closely with the needs of small-town communities.

The company’s headquarters are located in Mississauga, Ontario, supporting its nationwide operations. With a commitment to meeting everyday needs and more, Red Apple Stores continues to be a reputable neighborhood retailer in Canada’s small towns.

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