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Canada’s GST/HST Holiday Creates Chaos for Retailers and Shoppers

Prime Minister Justin Trudeau's government lifted the GST/HST from some essential items for a two-month period before and after Christmas. (Chris Young/Canadian Press)

T’was the week before Christmas, and all through the malls, many creatures were stirring—consumers and retailers alike—scrambling to make sense of the GST/HST holiday chaos. With Bill C-78 granting Canadians a temporary tax reprieve receiving royal assent mere days before its implementation on December 14, businesses were left with an almost impossible task: recoding systems during the busiest shopping season of the year. While some major food retailers had anticipated the bill’s passage and were prepared, others were caught off guard or chose to distance themselves entirely from the initiative. What was supposed to bring holiday cheer has instead become a tax policy nightmare.

Voluntary Participation Creates Confusion Among Retailers

The confusion started early. On December 10, PepsiCo announced it would not participate, informing its partners—Loblaw, Sobeys, and Metro—that it would continue charging taxes due to the complexity of its systems. It wasn’t alone; other manufacturers reportedly followed suit. By the eve of December 14, Ottawa confirmed that participation in the GST/HST holiday would be voluntary, with no enforcement mechanism or penalties for non-compliance. What could have been a straightforward consumer benefit has instead created an uneven playing field, leaving both businesses and shoppers frustrated.

For retailers opting out, the stakes are high. In provinces where the GST/HST rate is as high as 15%, not participating means risking a significant competitive disadvantage against those who do. Large chains with the resources to adapt quickly are likely to benefit, while smaller, independent grocers—already struggling with tight margins—may find themselves losing customers. For consumers, the experience is no less confusing. Shoppers must now navigate which stores are participating, often discovering the answer only at the checkout counter. Some may choose to avoid non-participating retailers altogether, whether for economic or even political reasons.

Charitable Tax Donations Further Complicate the Policy

Adding to the confusion are retailers pledging to donate collected taxes to charity, a gesture that complicates the policy even further. While noble in intent, such efforts underscore the holiday’s haphazard implementation, making the GST/HST holiday feel less like a gift and more like an awkward misstep.

Ottawa billed the tax holiday as a festive measure to provide relief to Canadians, but anyone familiar with fiscal policy knows better. This rushed, temporary, and optional initiative has introduced unnecessary complexity into Canada’s food retail system at a time when simplicity and certainty are desperately needed. In the weeks ahead, consumers will likely question receipts, demand refunds, and reach out to government hotlines for answers. Retailers, on the other hand, face rising operational costs, eroding confidence, and the risk of losing already scarce customers. Canada’s reputation as a challenging place to do business grows stronger, discouraging new entrants to the market.

Restaurants have been spared much of this confusion, as their operations remain relatively straightforward under the new policy. But for grocers and food retailers, the holiday adds pressure to an already stressful time of year.

Opportunity Pricing Could Leave Consumers Paying More

The real risk lies in the potential for opportunity pricing. With retail taxes temporarily removed, some businesses may quietly raise prices to account for operational disruptions. Coffee, cocoa, and baked goods could see noticeable price increases—hidden until the holiday ends in February, leaving consumers to face higher costs long after the festive season fades.

What began as a well-intentioned gesture has revealed the pitfalls of poor policymaking. Instead of implementing a temporary and voluntary tax break during the busiest retail period, Ottawa could have focused on meaningful, permanent reforms to stabilize retail prices and protect Canadians from market volatility. Launching such a disruptive initiative in the midst of the holiday season has done little more than highlight the government’s mismanagement.

In the end, this tax holiday is shaping up to be a lump of coal in Canada’s economic stocking. Consumers are confused, retailers are frustrated, and the temporary nature of the policy ensures its benefits will be short-lived at best. As Canadians muddle through the holiday season, one thing is certain: the GST/HST holiday is a case study in how not to deliver fiscal relief.

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Canadian Retail News From Around The Web For December 16, 2024

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 several days.

Court approves The Body Shop Canada sale, over 600 jobs to lose as some stores close (Financial Post)

Loblaw’s Superstore reimagines the shopping journey with store redesign launch (Grocery Business)

The Canadian retailer that may become the next Costco or Walmart [Dollarama] (Livewire)

FreshCo opens first small format store, Empire says plans to expand store network overall (Grocery Business)

Will ‘tax holiday’ spur more Canadians to spend? Why some stores doubt it (Global)

Butter, cheese are hot commodities on black market (Global)

Canadian shopper claims Loblaw store is ripping people off on donation bags (BlogTO)

Canadian Retailer Haven Taps Levi’s for Premium Denim (Sourcing Journal)

Holiday tax break is a ‘pain in the butt’ for some Ontario retailers (CP24)

Farm Boy expands into household cleaning products with new and largest Toronto store (Grocery Business)

Improvements needed to plan for Place Versailles redevelopment, OCPM says (Montreal Gazette)

In an era of big box and online sales, Town of Carlyle shows how small biz can thrive (CBC)

Toronto influencer Allegra Shaw’s ‘it’ brand is making Ossington even cooler (Streets of Toronto)

Critics fear zoning change will bring bars, pot shops into neighbourhoods (Toronto Sun)

Patkau Architects branches into selling high-end furniture (Glacier Media)

Canada Post Strike Ends, Retailers Face Christmas Crisis

Photo: Erman Gunes / Shutterstock.com

The federal government has intervened to end the month-long Canada Post strike, which began on November 15. However, experts say the damage has already been done, particularly for Canadian retailers relying on postal services to fulfill holiday orders. As backlogs pile up, questions arise about whether the postal network can recover in time to salvage the all-important Christmas shopping season.

Federal Labour Minister Steven MacKinnon announced Friday that the government has asked the Canada Industrial Relations Board (CIRB) to order Canada Post employees back to work while appointing an “industrial inquiry commission.” The commission will explore pathways to a new contract agreement by May 22, 2025. In the meantime, Canada Post workers and management will operate under the terms of their previous contract, which expired nearly a year ago.

“Canadians cannot continue to bear the consequences of this impasse,” said MacKinnon. “Our priority is to restore postal services while ensuring a fair balance between the rights of workers, those of the employer, but also those of Canadians.”

While the move temporarily halts the strike, retail experts argue that Christmas has already been “wrecked” for many businesses.

A Mountain of Backlogged Deliveries

Gary Newbury

Gary Newbury, a supply chain and last-mile logistics expert, painted a grim picture of what awaits Canada Post employees as they return to work.

“They’re going back to work, but on what terms? Exactly the same as before?” Newbury questioned. “They’ll have a sheer mountain of work to get through.” He estimates that with up to 200 million letters and parcels caught in the system, the backlog could take weeks to clear.

Newbury also raised concerns about the state of Canada Post facilities. “If those buildings haven’t been looked after during the strike, there’s a risk that rats and other vermin have gotten in,” he said. “For foodstuffs and perishables trapped in the system, the devastation could be significant.”

Retailers, meanwhile, face a harsh reality. “This has ruined Christmas for retailers,” said Newbury bluntly. “Households are going to suffer, and we can look at the government, the leadership, and the union and say, ‘You caused this.’”

Too Late for Retailers?

Bruce Winder, a retail analyst and consultant, echoed Newbury’s concerns, emphasizing that the timing of the strike’s resolution offers little relief for businesses.

Bruce Winder

“It’s over for this Christmas,” Winder said. “For every day the network is down, it takes roughly five days to recover. Even if workers started on Monday, we’re looking at a month before they catch up. That pushes deliveries well into January.”

The fallout will extend beyond the immediate backlog. Winder predicts a lingering “hangover” effect, where consumers remain hesitant to rely on Canada Post for online shopping.

“Trust has been broken,” he said. “Consumers will remember this next year and may opt for alternatives like Amazon or private couriers. Canada Post’s business model is already broken, and this strike has only accelerated its decline.”

Winder also pointed to ripple effects for retailers relying on flyer distribution to promote holiday sales. “Flyers have been held up, which further impacts sales,” he added. “It’s a nightmare scenario.”

The Impact on Small Businesses

Small businesses, which often rely heavily on Canada Post for affordable shipping, have been hit especially hard. Lisa Hutcheson, retail strategist and managing partner at JC Williams Group, highlighted the struggle for independent retailers.

Lisa Hutcheson

“It’s a very tough time of year for small businesses that really rely on Canada Post,” Hutcheson said. “While it’s great news that workers are going back, the backlog is still going to impact deliveries.”

Hutcheson noted that many small business owners have been forced to find alternative solutions, including in-person sales and other courier services, which often come at a higher cost.

“Retailers have had to pivot quickly,” she said. “Some have benefited from increased foot traffic as customers choose to shop in physical stores rather than risk delays with online orders.”

The strike has also spurred creative alternatives for gift-giving. “I had to rethink my own holiday shopping,” Hutcheson said. “For family members out east, I opted for flower deliveries instead of shipping traditional gifts and cards.”

Consumers Turn to Alternatives

The Canada Post strike has underscored the growing dominance of alternative delivery services. Major players like Amazon have seen a surge in orders due to their ability to bypass Canada Post with their private delivery networks.

“This is where companies like Amazon shine,” said Winder. “They can guarantee fast, reliable delivery, and that’s what consumers want. Next year, even more people will ask themselves, ‘Why use the post office when I can click once and have my order the next day?’”

However, the strike’s broader impacts extend beyond Canada Post’s network. Major couriers like FedEx and UPS have also reported capacity issues, with some forced to refuse new shipments due to overwhelming demand.

“It’s not like other carriers have infinite capacity,” Newbury said. “They’re already operating at full tilt, so the disruption has been felt across the entire logistics ecosystem.”

Photo: Canada Post website
Photo: Canada Post website

Long-Term Implications for Canada Post

The strike has sparked renewed scrutiny of Canada Post’s business model and its ability to compete in a changing marketplace. Hutcheson believes the postal service must adapt to remain relevant.

“This strike has shown that Canada Post’s model needs to be revisited,” she said. “With so much of bill delivery and communication moving online, what role does Canada Post play going forward?”

Winder, meanwhile, warned of potential political fallout. “The Conservatives may look to privatize or outsource Canada Post if they win in the spring election,” he said. “If trust in the service erodes further, the public may support those changes.”

Looking Ahead

For Canadian retailers, the end of the strike may feel like too little, too late. While some businesses will see a slight boost in physical store traffic, the long-term consequences could reshape consumer behaviour for years to come.

“This holiday season has been a wake-up call,” said Hutcheson. “Retailers will need to explore other delivery options to avoid being caught in the same situation next year.”

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Taylor Swift Concerts Boost Vancouver Retail: Moneris

Taylor Swift Eras Tour concert in Vancouver, December 2024. Photo: Ritchie Po

Taylor Swift’s record-breaking Eras Tour came to a spectacular conclusion at Vancouver’s BC Place Stadium on December 6, 7, and 8, 2024. The three-day finale of the globally acclaimed tour left an indelible mark not only on fans but also on Vancouver’s retail and hospitality industries. Moneris, Canada’s leading commerce provider, revealed compelling data showing the tour’s massive economic impact, drawing comparisons to the 2010 Vancouver Olympics.

With Swifties traveling from across the globe, Vancouver’s downtown core became a hub of activity, generating record-breaking spending across multiple categories, including retail, restaurants, and accommodations.

Taylor Swift brand activation in downtown Vancouver, December 2024. Photo: Ritchie Po

Check out the latest Yaletown views in downtown Vancouver at the SideSignal Collective.

Record-Breaking Spending Across Retail Sectors

During Swift’s three-day residency at BC Place, downtown Vancouver saw an impressive 154% increase in overall spending compared to the previous week. Moneris’ data highlights substantial gains in specific categories, led by clothing and cosmetic stores as fans embraced the tour’s iconic “Eras” theme.

  • Clothing store sales surged by 923%, as concertgoers sought outfits inspired by Taylor’s signature looks from each era of her career.
  • Cosmetic stores saw a 529% jump, driven by fans perfecting their concert-ready makeup.
  • Variety stores experienced a 178% increase, likely catering to last-minute accessory purchases and essentials for Swift’s loyal fanbase.
Sean McCormick, Vice President of Business Development and Data Services at Moneris

Sean McCormick, Vice President of Business Development and Data Services at Moneris, emphasized the unique spending patterns generated by the concerts.

“Much like the tour’s Toronto run, the Eras Tour stop in Vancouver drew fans from around the world, which was reflected in the numbers,” said McCormick. “Clothing stores saw a 254% increase in foreign spend, with visitors recreating Swift’s ‘eras’-inspired looks. The impact across retail sectors was undeniable.”

With fans clad in sequins, cowboy boots, and Swift’s signature pastel or black-themed outfits, the tour demonstrated how cultural phenomena can directly influence consumer spending.

Taylor Swift brand activation in the Vancouver Art Gallery plaza in downtown Vancouver, December 2024. Photo: Ritchie Po

Restaurants and Fast Food Enjoy Significant Uptick

The food and beverage industry also saw extraordinary benefits from Swift’s Vancouver concerts, as both tourists and locals fueled up before and after the shows.

Moneris reported that:

  • Restaurant spending increased by 135% over the three days.
  • Fast food sales rose by 151%, catering to those seeking quick, convenient dining options.
  • Bakery spending also jumped by 102%, with cafes and small bakeries reaping the benefits of high foot traffic downtown.
Taylor Swift brand activation in Yaletown in downtown Vancouver, December 2024. Photo: Ritchie Po

“The Eras Tour generated an undeniable buzz in downtown Vancouver,” added McCormick. “Restaurant spending increased significantly, while fast food spending reflected the growing demand for quick, affordable options during major events. This trend presents valuable opportunities for businesses to cater to event-driven traffic.”

Swift’s concerts aligned with a broader trend: major events driving notable economic gains for local businesses. The influx of visitors – many spending hours exploring Vancouver’s vibrant dining scene – underscored the importance of event tourism for the city.

Hotels Thrive as Swifties Travel from Abroad

The international appeal of Taylor Swift’s Eras Tour was especially apparent in Vancouver’s hotel industry. Foreign spending contributed significantly to overall gains, with Moneris reporting a 145% increase in hotel spending during the concert weekend. This translated to a 109% increase in total hotel volumes.

Foreign visitors, particularly from the United States, drove much of this growth. According to Moneris data:

  • 83% of foreign spending came from U.S. visitors.
  • Other significant contributors included Ireland (4%), China (2%), and the United Kingdom (1%).
Taylor Swift brand activation at The Wall Centre on Burrard Street in downtown Vancouver, December 2024. Photo: Ritchie Po
Taylor Swift brand activation at BC Place Stadium in downtown Vancouver, December 2024. Photo: Ritchie Po

For hotels, the numbers reflected not just three nights of concert attendance but extended stays as fans explored Vancouver’s attractions.

“Foreign spend downtown surged during the Eras Tour,” noted McCormick. “Hotels were up 145%, and tourists extended their stays to experience more of what Vancouver has to offer. This trend highlights the broader economic ripple effect of cultural events.”

The concert series offered a strong reminder of Vancouver’s appeal as a global destination for both events and leisure travel.

Boosting Businesses Through Payment Innovations

The surge in foreign spending also spotlighted the need for businesses to cater to international customers. Moneris recommends solutions like Dynamic Currency Conversion (DCC), which allow international shoppers to pay in their home currency.

“Being set up to accommodate different currencies can give businesses a real advantage,” said McCormick. “Solutions like Moneris’ Dynamic Currency Conversion help businesses better serve tourists by allowing them to choose between paying in their home or local currency. It’s a convenience factor that can enhance the customer experience.”

With events like the Eras Tour drawing global audiences, businesses that provide seamless payment options are better positioned to capitalize on international traffic.

Taylor Swift brand activation in downtown Vancouver, December 2024. Photo: Ritchie Po
Taylor Swift Eras Tour concert in Vancouver, December 2024. Photo: Ritchie Po

Vancouver’s Economy Mirrors Olympic-Like Impact

Swift’s Vancouver concerts were more than just a milestone for music lovers. The economic impact has drawn comparisons to the 2010 Vancouver Olympics, when the city experienced a similar surge in spending and global attention.

From retailers and restaurants to hotels and transportation services, businesses across Vancouver’s downtown core benefited from a rare combination of massive local enthusiasm and international fanfare.

While Swift’s Eras Tour may have concluded, its legacy for Vancouver’s economy will endure. The data underscores the significant role that major cultural events can play in revitalizing urban centres and driving economic growth.

Final Numbers: Spend Volume by Category

CategoryTotal SpendForeign Spend
Hotels+109%+145%
Clothing Stores+923%+254%
Cosmetic Stores+529%+80%
Variety Stores+178%+92%
Restaurants+135%+106%
Fast Food+151%+99%
Bakeries+102%+69%
All Categories+154%+97%

A Long-Lasting Impact for Vancouver

For local businesses, Taylor Swift’s concerts were more than just a fleeting moment of success. The unprecedented increases in spending across key categories – from retail and cosmetics to hospitality and food services – highlight the economic potential of hosting large-scale cultural events.

“The Eras Tour brought incredible energy to Vancouver,” McCormick concluded. “It drove growth, boosted local businesses, and created meaningful opportunities across industries. Events like these don’t just entertain – they revitalize cities.”

As Vancouver’s businesses reflect on this landmark event, the Eras Tour finale serves as a powerful case study in the economic power of music, tourism, and cultural fandom.

About the Data: Figures are based on week-over-week spending volume in downtown Vancouver, as analyzed by Moneris. The data compares December 6 to 8, 2024, with November 29 to December 1, 2024. Foreign spending is determined based on card origin.

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Edmonton-based O & O continues to grow its food service powerhouse

Ravi Prakash and his wife Khushbu Singh
Ravi Prakash and his wife Khushbu Singh

From humble beginnings, Ravi Prakash Singh and his wife Khushbu have built a food industry powerhouse in Edmonton under the umbrella of O & O Group of Companies.

 The company operates  in the hospitality industry and manages several franchise brands, including Little Caesars, Second Cup Café, and Pita Pit. Recently, it also took over the management of two Guru Restaurant Fine Dining Indian locations in Edmonton, renowned for their legacy in Indian cuisine. 

Guru celebrated its 15th anniversary on December 1—a significant milestone for what has become one of Edmonton’s most celebrated Indian restaurants.

Ravi Prakash Singh
Ravi Prakash Singh

“Our journey has been remarkable. Starting with just $3,000 when we arrived in Canada, we now manage 24 restaurant locations across Edmonton, its suburbs, and Calgary. As a husband-and-wife team, we’ve dedicated ourselves daily to building a thriving business, earning recognition as prominent figures in Edmonton’s food scene,” said Ravi. 

They have become the “Restaurant Gurus” of Edmonton, managing diverse food businesses.

“We’re on the verge of signing a deal to open 10 new stores with a major U.S. restaurant brand,” he said.

Ravi said O & O Group’s belief is in building and nurturing the community where they operate, valuing the relationship and bonds that are made every day by handing out a world-class experience to customers. 

Ravi, who is CEO of the company and also chair of the Indo Canada Chamber of Commerce, has a hotel management background working with international chains such as Sheraton, Taj, IHG and Wyndham.

He came to Canada in 2014 after working in a number of different countries. 

His first food service establishment was Pita Pit and from there it opened Little Caesars, Second Cup, Marble Slab in multiple locations – all quick service restaurants.

Earlier this year, they took over the Guru restaurant brand in Edmonton.

Khushbu Singh
Khushbu Singh

Ravi works closely with his wife Khushbu in developing the company with expansion plans for the near future. His wife looks after the entire operations and he is the one looking after the growth of the company.

“We’re going to keep growing in hospitality because this is my area of expertise,” he said. 

“I’m a business person. I want to reach 100 (locations). That is my goal. In the next five years, I should be close to 50, 60.

“This has always been in my blood. This is what I like. This is what I have a knowledge about. This is what attracts me. This is where I get an opportunity to meet people, see people and create my connections with them and grow my profile.”

Ravi Prakash Singh and his wife Khushbu
Ravi Prakash Singh and his wife Khushbu

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New Asian-inspired restaurant Skybird to open in Montreal

A fresh Asian grill concept, Skybird, from visionary restaurateur Rio Infantino, is set to launch with two locations in Montreal opening in early 2025.

The new concept will combine Asian-inspired cuisine with healthy options.

The first location is scheduled to open at 248 Jean-Talon West in Montreal’s Mile End, followed by a second one at 14845 Pierrefonds Blvd. 

Infantino got his start in restaurants while in high school working part time. After completing university, he went to work in different businesses like dry cleaning.

Rio Infantino
Rio Infantino

“The restaurant (foray) a came about just before getting married. I was maybe 25 years old. I started with McDonald’s. I was there about 18 months. I got the awards and everything. They trained me from the street. It was a really great experience. I really loved it. 

“They took me from the street. Usually they promote from within but I guess they needed management, so I went into the upper management and I learned everything, even how to change air filters on the roof. It was just amazing. 

“So from there I bought some Subways. They were almost given at that time I mean. You just have to reassume the mortgages or whatever because they were not doing well at all, but I had faith in the company. Within my span I ran about 16 Subways. It was fun, it was good. Learned a lot about leasing and franchising, valuations.”

Right after that, he started Copper Branch, a vegan chain, in 2014. The vision was to take it across North America. It opened 67 restaurants in four countries during his tenure. During COVID, it was sold to Foodtastic. 

“Now we have a new concept called Skybird. It’s a bird that represents freedom and culinary experiences and it’s a fresh Asian grill. We’re taking Asian, we’re making it fresher, we’re making it more natural, we’re making it quick serve and accessible to everyone. It’s a build your own bowl format like a Chipotle and instead of burritos we also have a Banh Mi which is a Vietnamese style sandwich about 10 inches long on an authentic French baguette made with only four ingredients,” said Infantino.

The first location is scheduled to open January 7 with the second one opening six weeks later. And then three months after that, it should have the third opening. All in Montreal.

Expansion plans include the U.S.

“We could be in a mall. The kiosk size plus off site storage. Could be as small as 450 square feet or so in a mall setting. In in-line stores or we prefer end caps, a store would generally have between 1,200 and 1,600 square feet,” he said.

“We’re going to open up three to four stores in Montreal where we live now and then that will be the prototype and we’re going to expand it across Canada and simultaneously in the USA. We’re already working with some American brand representatives that I think is going to pan out very quickly. We have something almost signed.

“We’ll start with the eastern coast of the U.S. and try to go from there try to get some traction.”

Real estate firm Think Retail is handling the new restaurant concept’s expansion plans and real estate needs.

Asian-inspired dishes have seen a 20% growth in North America over the past five years, surpassing overall restaurant industry trends. Skybird’s emphasis on fresh, flavourful, and health-conscious meals positions it perfectly to meet this demand, it said.

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Three-quarters of small businesses to use Canada Post less in future as strike impact grows to $1.6 billion: CFIB

Photo by Yan Krukau

Nearly three-quarters (73%) of small business owners say they will be using Canada Post less in the future because of the strike, according to new data released Friday by the Canadian Federation of Independent Business (CFIB)

“Parliament is distracted with a thousand other issues and has ignored this crisis for small business. MPs of all political stripes have spent more time focused on the cost of Air Canada carry-on baggage than the impact of the Canada Post strike on small businesses and consumers.” 

Dan Kelly

“Small businesses have written off Canada Post for this holiday season, as even if the strike were settled today, it will take weeks to restart the system and get through the backlog already in the system,” said Dan Kelly, CFIB president. “But it should alarm us all that thousands of small firms will permanently abandon use of Canada Post as businesses have been forced to put alternatives in place. Canada Post and its union may well have lost their last reliable customers – small business owners.

The daily cost of the strike on small business has also risen to $100 million per day, according to new data collected by CFIB on December 10-11, especially given that private sector couriers appear to have reached maximum capacity with many pausing any new shipments from small businesses. The total financial hit to small firms has now reached $1.6 billion since the strike began, said the national organization, which is Canada’s largest association of small and medium-sized businesses with 97,000 members across every industry and region.

On Friday, Labour Minister Steven MacKinnon said he’s asking the Canada Industrial Relations Board to order Canada Post employees back to work. He also appointed an “industrial inquiry commission” which will have until May 22 to find ways to reach a new contract agreement. The strike will be on pause and workers and management will operate under terms of the existing contract, which expired almost a year ago.

Kelly said the CFIB is relieved to learn the government is finally taking action to get Canada Post workers back on the job. This means Canada Post workers would be back on the job sometime next week at the earliest. 

“This will be too late to salvage any of the Christmas holiday season for small businesses. With a massive backlog, it will be nearly impossible for any new shipments to make it to Canadians before Christmas through Canada Post. But the temporary order will help businesses that are desperately waiting for cheque-based payments from other business customers. Millions of dollars have been frozen in the mail making it difficult for small firms to pay their bills,” he said.

“Canada Post needs massive reforms to ensure that even basic services to all Canadians can continue. And we need a better process to resolve major labour disputes among our key supply chain players like ports, railways and Canada Post.”

Corinne Pohlmann

“What’s supposed to be the most wonderful time of the year has turned into the nightmare before Christmas. Due to circumstances far beyond their control, small businesses are struggling to deliver goods in time for Christmas. CFIB encourages consumers to shop in person and to be understanding with businesses doing their best to deal with the postal disruption and the upcoming GST/HST holiday,” said Corinne Pohlmann, Executive VP of Advocacy.

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Canadian Retail News From Around The Web For December 13, 2024

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 48 hours.

Grocery retailer Empire reports $173.4M Q2 profit, sales edge higher (The Canadian Press)

Sobeys parent Empire sticks with bet on full-service stores despite discount trend (The Canadian Press)

The Body Shop Canada to close more stores as it prepares for new owner (CTV)

The Body Shop Canada’s buyer will have to find ways to draw shoppers in: experts (CityNews)

Braid: Trudeau GST break brings zero political gain for Liberals, but plenty of pain for retailers (Calgary Herald)

Court approves $2.6M Dollarama settlement in eco fee lawsuit (Grocery Business)

There’s a new vintage store hidden inside this huge Toronto coffee shop (Streets of Toronto)

As jewelry store robberies rise across the GTA, jewelers share their stories (CBC)

Jewelry store robberies doubled over last year: Toronto police (MSN)

LVMH Beauty and Avolta celebrate Parfums Christian Dior opening at Toronto Pearson Airport (Moodie Davitt Report)

Prime Properties and Metro Cap purchase of premier commercial and retail property portfolio in Old Montreal (Fasken)

Calgary liquor stores, consumers brace for holiday GST break (CityNews)

Edmonton shops encourage buying local for the holidays (Edmonton Journal)

The Body Shop Canada Needs a ‘Deep Think’ to Revive

Photo: The Body Shop

The Body Shop Canada is set to enter a transformative era under new ownership by Markham-based Serruya Private Equity Inc., offering cautious optimism for a revival of the beloved ethical beauty brand. This comes after a turbulent year marked by creditor protection, store closures, and a restructuring process. The deal, expected to close on Monday, marks the beginning of a fresh chapter for the retailer.

David Ian Gray, founder and strategist at DIG360, weighed in on the challenges and opportunities ahead for The Body Shop Canada. His insights provide a roadmap for how the brand could reclaim its place in the Canadian retail landscape.

David Ian Gray

A Rocky Road to Recovery

The Body Shop Canada’s financial struggles became apparent earlier this year when the company filed for creditor protection in March. The fallout led to the closure of 33 stores and over 200 layoffs, leaving 72 locations operational. According to court documents, the parent company, European private equity firm Aurelius, was accused of “stripping [the Canadian arm] of cash” and burdening it with unsustainable debt.

David Ian Gray commented on the public reaction to these closures, noting a paradoxical outcome: “The bankruptcy and all the media attention have actually kept the name floating around. It increased awareness, even if not all shoppers know the details.”

This unexpected spike in awareness has created an opportunity. Gray added, “The Body Shop’s brand recognition remains high, particularly in Canada. That’s something to build on.”

The Competitive Landscape

While The Body Shop retains strong name recognition, the road to recovery is fraught with competition. Bath & Body Works has surged in popularity, capitalizing on its affordable price points and broad product range. Meanwhile, brands like Lush and even Rocky Mountain Soap Company are vying for market share with purpose-driven, sustainable offerings.

“The Body Shop used to stand out because of its advocacy for animal testing bans and sustainable products,” Gray explained. “But they succeeded in changing the industry. Today, a lot of brands are purpose-driven, so The Body Shop isn’t as differentiated anymore.”

To succeed, Gray believes The Body Shop must redefine its purpose and make it genuine: “They’ll have to really think deeply about how to differentiate themselves again. They can’t rely on the same animal testing story from decades ago. They need to find the next big thing in ethical beauty.”

PHOTO: PROVIDED BY THE BODY SHOP

Serruya’s Role and the Franchise Model

Serruya Private Equity, led by Michael Serruya, is no stranger to retail turnarounds. The firm’s investments include Second Cup, St. Louis Bar & Grill, and Swensen’s, all of which have seen reinvention under its leadership. The deal’s structure involves entering into a franchise agreement with The Body Shop’s U.K.-based owners, Aurea Group, ensuring the Canadian arm continues sourcing products from the global brand.

Gray noted that the franchise model will influence Canada’s operations: “Canada will essentially function like a franchisee. They’ll receive products and branding from the U.K., but how they execute on retail, operations, and omni-channel strategy will be up to them.”

He added that Jordan Searle, Head of The Body Shop Canada, has already demonstrated an ability to think outside the box. “There’s potential here. The Canadian leadership has shown they can navigate challenges and innovate,” Gray remarked.

Balancing E-Commerce and Brick-and-Mortar

A major question remains how The Body Shop Canada will balance its brick-and-mortar presence with e-commerce growth. The Body Shop U.S. attempted to pivot heavily toward e-commerce, but it underperformed.

Gray believes a hybrid approach is key for Canada: “The future of retail is a clever use of omni-channel. Stores will remain important, but e-commerce needs to complement them, not replace them.”

He cautioned against reliance on price-based promotions: “If they go down the road of constant sales and discounting, they risk cheapening the brand. What they need is a clear value proposition—quality products at a price that feels justified.”

The Body Shop Yorkdale

A Strong Foundation to Build On

Despite its recent challenges, The Body Shop Canada has significant assets to leverage. “The brand isn’t ruined,” Gray said. “It’s stagnant and stale, but the base is still good. The level of awareness in Canada is very high. That’s why Serruya was interested in acquiring it.”

He also emphasized the importance of trust in product quality: “There’s a renewed interest in quality products—something people can trust. Cheap alternatives are showing their limits. Consumers are increasingly looking for safe, high-quality ingredients at a fair price.”

What’s Next?

The next steps for The Body Shop Canada will include reassessing its store footprint, streamlining operations, and rebuilding trust with consumers. Court filings show that Serruya Private Equity will also reinstate the company’s e-commerce operations, which ceased earlier this year during creditor protection proceedings.

Gray pointed out that timing is critical: “Closing a deal before Christmas is tough, but it gives them a chance to hit reset in the new year. They can take stock of what’s working and plan for the future.”

He remains cautiously optimistic about Serruya’s intentions: “Serruya isn’t known for quick flips. They play a long game. From what I understand, Jordan Searle’s team wanted a buyer committed to the long haul. That seems to be what they’ve got.”

Final Thoughts

The Body Shop Canada’s future hinges on its ability to adapt to a competitive market while staying true to its values. With strong name recognition, Canadian-led operations, and new ownership experienced in retail turnarounds, there is reason for optimism.

Gray summarized the challenge: “This is a chance to reset. If they can find a way to stand out, deliver on quality, and reconnect with their purpose, The Body Shop Canada could be poised for a comeback.”

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Mountain Warehouse opens biggest store outside UK at Saskatoon’s Midtown Plaza

Photo: Mountain Warehouse
Photo: Mountain Warehouse

The UK’s leading outdoor retailer, Mountain Warehouse has opened a new store in Saskatoon, making it their biggest shop outside the UK.

Located at Midtown Plaza, the store is the brand’s first opening in Saskatchewan.

“Canada is the second most popular country for the brand, second only to the UK. Mountain Warehouse was founded in 1997 and today it has 397 stores in nine countries, with 43 of those stores situated in Canada. The North American nation holds a special place in the brand’s history, making it a milestone to launch its first store in one of the most rich historical heritage destinations,” said the company in a news release.

“With 16,300 square feet, the new spacious store features men’s, women’s and kids’ wear, as well as footwear and equipment spread over one floor. This winter, customers will discover bestsellers such as ski jackets, snow boots, and everything families need for their next outdoor adventure in Saskatoon’s unique landscape.

“In addition to these ranges, local customers will discover the latest Animal collections. The British coastal lifestyle brand offers organic cotton hoodies and tees featuring the famous Animal logo, as well as skiwear and acessories.”

Mark Neale
Mark Neale


Mountain Warehouse CEO and Founder, Mark Neale said: “We’re thrilled to be opening our new store in Saskatoon, and excited to share our passion for adventure and great value outdoor gear for all the family. We hope we can help people explore this incredible part of the world, appreciating its history while enjoying the great outdoors”.

The opening of the Saskatoon store has created 18 new jobs in the local area.

Mountain Warehouse is the largest outdoor retailer in the UK with over 250 stores nationwide, and more than 350 stores globally. The brand was established in 1997 by founder Mark Neale and now serves over four million outdoor-loving customers a year.

The outdoor retailer caters to an extensive range of outdoor activities, including walking, running, cycling, camping and skiing, with a wide range of equipment and clothing for the whole family. Mountain Warehouse is focused on offering a growing customer base the best gear and the best service at the best prices and keeping them warm and dry whatever the weather.

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