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Canadian hotel industry sees steady growth as leisure travel drives performance: Cushman & Wakefield

Canada’s hotel industry continued to post a solid performance over the past year, driven largely by leisure travel demand and rising room rates even as occupancy levels begin to normalize, according to a report by Cushman & Wakefield.

Brian Flood, vice-chairman and leader of the Canadian hotel and leisure practice at the commercial real estate firm, said the sector remains on a stable growth trajectory following the strong rebound that followed the COVID-19 pandemic.

“I think the industry has continued to perform very well,” Flood said in an interview from Toronto.

He said the sector experienced rapid revenue growth coming out of the pandemic period as travel resumed and demand surged. While the pace of growth has moderated somewhat since then, positive momentum has continued through 2024 and into 2025.

As detailed in the Hospitality & Leisure report, 2025 ranked among the stronger years for hotel transactions over the past two decades, highlighted by several notable full-service and luxury hotel trades. Despite some uncertainty going into 2026, low interest rates and a good level of available investment capital are expected to result in continued strong demand for hotel investments. The industry continues to outperform many other asset classes and continues to attract new capital.

Some key takeaways:

  • The past year proved to be another record year for Canadian hotel results, with RevPAR (Revenue Per Available Room) reaching a historic high of $142.89, a 4.1% increase over 2024 results;
  • In 2025, the overall market continued to show growth; however, some markets saw more significant impacts from tariffs and reduced business travel, while other markets saw stronger growth led by increased leisure travel. Overall, occupancy increased to 66.1% in 2025, the highest recorded occupancy in the last 20 years;
  • In 2025, RevPAR performance was again led by Vancouver ($223), Victoria ($218), and Toronto ($197). This was followed by Quebec City ($183) and Montreal ($156). Victoria, Halifax and Quebec City were cities with the strongest RevPAR growth in 2025, at 12.3%, 11.3% and 10.9%, respectively;
  • While political and trade uncertainty will continue into 2026, the Canadian market should see continued growth. Similar to 2025, growth will largely be through ADR as demand is expected to remain muted;
  • The outlook for international arrivals is positive, but the rate of growth will be significantly influenced by Canada’s relations with the U.S. and China. Markets like Toronto and Vancouver will get an added boost as they host the FIFA World Cup in June 202
Brian Flood
Brian Flood

Room Rates Driving Growth

Flood said the primary driver of the industry’s current growth is not occupancy but pricing. Room demand has slowed slightly as hotels approach more typical occupancy levels following the surge in post-pandemic travel. However, average room rates continue to rise at a pace exceeding inflation.

“Room demand has slowed a little as we reach normalized occupancy levels,” he said. “But where we are seeing the growth is in average rate, which continues to increase at above-inflation levels.”

Flood attributed the pricing strength partly to shifting consumer expectations in the travel market. He said travellers emerging from the pandemic appear more willing to spend on higher-quality experiences, which has allowed hotels to adjust pricing accordingly.

“I think people are gravitating toward better quality and better experiences,” he said. “Hotels, in many respects, have enhanced their product as well.”

The result, he said, has been sustained upward pressure on demand in certain parts of the market, particularly leisure travel.

Leisure Sector Outperforming

Flood said the leisure segment has been the strongest-performing area of the hotel industry since travel resumed after pandemic restrictions. While corporate and group travel remain important contributors to hotel revenue, their growth has been more moderate.

“Group and corporate are important parts of the market, but their growth has been a little more muted,” Flood said. “Where we see stronger growth since COVID is in the leisure sector.”

Leisure travellers have also shown a greater willingness to absorb higher room prices, which has contributed to the industry’s rate growth. “In the leisure sector, hotels have been able to increase rates at a higher rate,” he said.

That trend has influenced the geographic distribution of performance across Canada, with tourism-driven markets showing stronger results than business-focused centres.

Tourism Markets Lead Regional Performance

According to Flood, leisure-oriented destinations across Canada recorded some of the strongest gains last year. Domestic travel played a significant role in that performance as more Canadians chose to vacation within the country rather than travelling abroad.

“Part of that was driven by more Canadians wanting to vacation within Canada as opposed to going overseas or to the U.S.,” he said. “So we did see much stronger domestic tourism demand.”

International tourism outside the United States also increased, adding to the momentum in certain destinations. Tourism-heavy regions such as the Maritimes and resort markets in Western Canada benefited most from the shift.

“The Maritimes, for example — Prince Edward Island and Nova Scotia — had very good years last year,” Flood said.

In Western Canada, he pointed to strong results in resort destinations. “We’ve seen markets there do very well, particularly the Rocky Mountain resorts,” he said.

Those destinations are closely tied to leisure travel and tourism activity, which has remained resilient.

Central Canada Sees Slower Growth

By contrast, the largest urban centres in central Canada recorded more modest growth. Flood said hotel markets in cities such as Toronto, Montreal and Ottawa were affected more directly by broader economic factors tied to cross-border business activity.

“Where we saw the least amount of growth, ironically, was in central Canada,” he said.

He said those markets tend to rely more heavily on corporate travel and business linked to the United States, which slowed in response to changes in U.S. trade policy.

“These central Canada markets are much more reliant on U.S. trade,” Flood said. “Industry and corporate definitely slowed.”

As a result, the urban markets that typically benefit from corporate travel did not experience the same pace of expansion seen in tourism-focused regions.

Outlook Remains Positive

Despite the slower growth in some areas, Flood said the overall outlook for the Canadian hotel sector remains favourable. The combination of continued rate growth and stable demand is expected to support performance through the remainder of the year.

Flood said that trend is expected to continue as both domestic and international tourism remain active.

“I think that’s going to continue through the year,” he said, noting that travel demand from both Canadian and international visitors is expected to support the sector.

Measured Development Pipeline

Flood also pointed to a relatively measured pace of hotel development in Canada, which he said has helped maintain balance in the market. New projects are continuing to move forward, but the volume of development remains moderate.

“Within Canada we don’t see as much new development,” he said. “There is new development occurring, but it’s at a very sustainable pace.”

That controlled expansion is likely to support stable operating conditions for existing properties while allowing the sector to grow gradually. Looking ahead, Flood characterized the industry’s trajectory as steady rather than volatile.

“I think going forward we’ll see a gradual expansion of the market,” he said.

For hotel operators and investors, the current environment suggests continued opportunity, particularly as travel patterns stabilize following the disruptions of recent years. “If anything,” Flood said, “what I would say is basically steady as she goes.”

He added that the sector still holds “good earning potential” as the market continues to evolve.

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Article Expands Brick-and-Mortar Retail with Toronto Showroom

Article showroom at 848 E. Hastings St. in Vancouver. Photo: Loopnet

Vancouver-based furniture brand Article is moving further into brick-and-mortar retail with plans to open its first Toronto location at 90 Bathurst Street in King West. The 9,600-square-foot store, set to open in late 2026, will be the company’s second physical location and its largest to date, marking another step in a broader North American retail rollout. The site is part of Hines’ West House mixed-use development in downtown Toronto. 

The new store reflects a notable shift for a company that spent more than a decade building its business as a digital-first furniture retailer. According to the company, Toronto is already one of Article’s strongest e-commerce markets in North America, and management sees physical retail as a way to deepen customer relationships in markets where online demand is already well established. In a statement, Co-founder and CEO Aamir Baig said, “For more than a decade, Article succeeded through a digital-first model, meeting consumer demand for modern furniture online. Over the past 18 months, we’ve seen how physical retail can deepen customer connections and strengthen our presence in key markets.” 

Why Toronto Makes Strategic Sense

The Article Toronto store is opening in a part of the city that aligns closely with the brand’s customer base. King West has become a dense urban neighbourhood defined by condo living, design-conscious consumers, and a growing mix of fashion, food, and home-related retail. Article said the store is aimed at Toronto and GTA shoppers seeking modern, well-designed furniture at more accessible price points, a positioning that sits squarely in the competitive middle ground between mass-market and premium home furnishings. 

The Toronto location will include curated room vignettes, an extensive swatch library, free on-site design services, and a dedicated children’s area. Customers will be able to shop in person and place larger furniture orders in-store, while select décor and accent items will be available for immediate purchase. Those features are designed to reduce friction in furniture buying, especially for shoppers who want to see finishes, test comfort, and compare options before committing to a larger purchase. 

West House at 88 Bathurst Street, south of King St., in Toronto. Equinox will occupy parts of three floors in the podium. Rendering: Hines

Physical Stores Are Becoming More Important in Furniture

Article’s move into physical retail follows the performance of its first store in Vancouver, which opened in August 2024 at 848 East Hastings Street. The company said that location has surpassed expectations, with in-store average order values running more than 20 per cent above online orders. That result appears to have given Article confidence to accelerate its store strategy beyond a single test location. The company now says it plans to have up to five total stores open by early 2027, with U.S. market entry expected to follow the Toronto opening. 

That strategy also reflects the realities of furniture retail in Canada. Furniture is a category where customers often want a tactile, in-person experience before purchasing, particularly for higher-ticket items such as sofas, dining tables, and beds. Statistics Canada notes that furniture prices surged sharply during the supply chain disruption period and then stabilized in 2025, while home-outfitting demand continued at a steady pace through much of last year. In other words, the sector remains active, but retailers still need to win over shoppers who are more cautious and value-driven than they were during the pandemic-era home spending boom. 

Article furniture stores allow customers to shop for modern furniture in person and order in-store. The company’s current store is located at 848 E Hastings Street, Vancouver, BC. Credit: Article. (CNW Group/Article)

Canada’s Furniture Sector Remains Challenging

The broader environment for furniture sellers in Canada is still not especially easy. Even with inflation pressures easing in some categories, the sector remains sensitive to housing activity, consumer confidence, and discretionary spending. The Bank of Canada’s policy rate stood at 2.25 per cent following its January 28, 2026 announcement, after a series of cuts from the much higher levels seen in 2024. Lower rates may support housing and household spending over time, but home-related purchases remain closely tied to affordability pressures. 

At the same time, the furniture business continues to face operational pressure from supply chains and trade costs. Statistics Canada reported that furniture prices in 2025 were mostly steady after earlier volatility, while recent news reporting highlighted how tariff-related pressures have also weighed on parts of the Canadian furniture industry. For retailers, that means balancing value, sourcing, shipping, and margin discipline in a category where customers are often price-sensitive and delivery expectations are high. 

For Article, opening stores may help address another core issue in digital furniture retail: the limits of selling major home purchases through a screen alone. A showroom can function as both a sales channel and a customer acquisition tool, giving shoppers confidence in product quality, scale, and finish while also strengthening brand visibility in a competitive market.

PHOTO: ARTICLE

From Digital Startup to Omnichannel Furniture Brand

Article was founded in 2013 in Vancouver by Aamir Baig, Andy Prochazka, Sam Prochazka, and Fraser Hall. Originally launched under the name Bryght, the company set out to simplify the process of buying modern furniture by selling directly to consumers online. The founders, who came from engineering and technology backgrounds rather than traditional furniture retail, approached the industry as a logistics and design problem to solve rather than a conventional showroom business.

The company’s early strategy focused on eliminating the traditional retail middleman. By working directly with manufacturers and selling through its own digital platform, Article aimed to offer contemporary furniture styles at more accessible price points while maintaining strong product quality. Its assortment quickly became known for mid-century modern, Scandinavian, and contemporary designs that appeal to urban homeowners and condo dwellers.

Article also invested heavily in its own delivery infrastructure. Instead of relying entirely on third-party shipping providers, the company developed its own logistics network, known as the Article Delivery Team, to manage final-mile delivery and improve reliability for large furniture shipments. That investment became a key operational advantage as the company scaled across North America.

The brand experienced significant growth during the early years of the pandemic as consumers spent more time and money upgrading their homes. Like many digital-first companies, however, Article faced a challenging recalibration when pandemic-era demand slowed. In 2022 the company reduced its workforce following a period of aggressive expansion, part of a broader correction across the e-commerce sector as consumer behaviour normalized.

Despite those challenges, Article has remained profitable for much of its history and has continued to expand its customer base across Canada and the United States. Since its launch, the company says it has delivered nearly three million orders, building a reputation for design-driven furniture offered through a streamlined online buying experience.

The Toronto showroom signals the next stage of that evolution. Rather than replacing its digital roots, Article’s physical retail strategy is intended to complement its strong e-commerce foundation. By opening showrooms in markets where online demand is already established, the company hopes to combine the efficiency of digital retail with the confidence-building benefits of an in-person shopping experience.

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Empire Company Limited reports Q3 financial results

EXTERIOR OF SOBEYS GROCERY STORE. PHOTO: SUPERMARKET NEWS

Empire Company Limited announced Thursday its financial results for the third quarter ended January 31, 2026. For the quarter, the Company recorded net (loss) earnings of $(385) million ($(1.68) per share) compared to $146 million ($0.62 per share) last year. For the quarter, the Company recorded adjusted net earnings of $164 million ($0.72 per share) compared to $146 million ($0.62 per share) last year, an increase of 12.3% (or 16.1% per share), it said.

Pierre St-Laurent
Pierre St-Laurent

“We delivered a solid third quarter, with adjusted EPS growth of 16%, driven by strong Full-Service performance and healthy results across all of our formats,” said Pierre St-Laurent, President & CEO, Empire. “Our performance reflects that customers are realizing value across our banners, with meaningful opportunity ahead to build on this momentum and deliver long-term growth.”

Highlights:

  • Sales of $7,890 million, an increase of 2.1%
  • Food sales increased by 3.0%; Same-store sales growth – food increased by 2.0%
  • (Loss) Earnings per share of $(1.68) and adjusted EPS of $0.72
  • Prior year EPS and adjusted EPS of $0.62
  • As part of the Company’s e-commerce update, recognized impairment charges of $746 million
    • Expects immediate benefits of approximately $95 million to annualized operating income
    • Benefits are expected to begin in the fourth quarter of fiscal 2026 and reach run-rate in fiscal 2027

Empire said it is continuing to enhance data capabilities and deepen its understanding of its customers, allowing it to effectively capture emerging trends. The company said it aims to grow total adjusted EPS over the long-term through net earnings growth and share repurchases. The company added that it intends to continue improving sales, gross margin (excluding fuel) and adjusted EBITDA margin by focusing on priorities such as:

  • Continued Focus on Stores
  • Enhanced Focus on Digital and Data
  • Efficiency and Cost Control

Food sales for the quarter increased by 3.0%, primarily driven by positive growth across the business, particularly in the Full-Service banners, the company’s national wholesale distribution network, and in the discount banner. Fuel sales for the quarter decreased by 11.4%, primarily driven by lower fuel prices due to the removal of the government carbon tax, explained Empire.

Gross profit for the quarter increased by 2.3%, primarily driven by higher food sales, strong performance and operational discipline in full-service and discount banners. Gross margin for the quarter remained consistent from prior year at 27.0%, said Empire.

“Since fiscal 2018, the Company has been expanding its FreshCo discount banner to Western Canada and its significant growth has been driven by store conversions and regional expansion. The value proposition and strong multicultural assortment, along with the addition of the Scene+ loyalty program, has supported the growth and expansion of the Discount banner,” said Empire.

“As at March 11, 2026, FreshCo has 51 stores operating in Western Canada and expects to open an additional two stores by the end of fiscal 2026. The Company expects to have opened 65 FreshCo stores in Western Canada over the next several years.”

For fiscal 2026, Empire said capital spend is expected to be approximately $850 million, with approximately half of this investment allocated to renovations and new store expansion (including a 1.1% increase in store footprint expansion from new stores), 25% allocated to IT and business development projects and the remainder allocated to logistics and sustainability. By the end of fiscal 2026, the company said it expects to complete the network renovations of approximately 20% to 25%, which began in fiscal 2024.

Empire is a Canadian company headquartered in Stellarton, Nova Scotia. Empire’s key businesses are food retailing, through wholly-owned subsidiary Sobeys Inc., and related real estate. With approximately $32 billion in annual sales and $17 billion in assets, Empire and its subsidiaries, franchisees and affiliates employ approximately 129,000 people.

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Chatime focuses on strengthening brand leadership in Canada as expansion continues cautiously: Trinh Tham interview

Canada’s largest bubble tea chain is focusing on strengthening its leadership position in the market while expanding cautiously, according to CEO Trinh Tham, who says the company is emphasizing operational discipline, digital engagement and franchise partnerships as it grows its footprint.

Chatime currently operates about 100 locations across Canada, primarily in Ontario and British Columbia, and opened six new stores last year while preparing additional locations that are expected to come online this year.

Tham, who joined the company in March last year and formally assumed the CEO role in June, said her first year has been focused less on rapid expansion and more on reinforcing the brand’s foundation and ensuring consistent execution across the system.

“If I take a step back and think about the company overall, since I joined almost a year ago, it’s really been about widening our leadership position in the Canadian bubble tea category,” she said in an interview.

The company is in a category that is part of her roots and culture.

“I came up the marketing, digital, ecommerce merchandising track. I’ve always advocated for marketers who have business acumen and the importance of that function being connected to their CFO, their CEO, the business and of course most importantly the customer,” said Tham.

Tham is also CEO of sister company Bake Code. Previously, she worked with Universal Music Canada, Harry Rosen, Sobeys, Tim Hortons, Bell Media, Loblaw Companies, Grand & Toy and Motorola Solutions.

Bake Code and Chatime are under the Kevito Group umbrella.

Trinh Tham
Trinh Tham

Focus on strengthening the system

While store growth remains part of the company’s strategy, Tham said the emphasis over the past year has been strengthening the internal structure of the business.

“We’re at about 100 locations across Canada, mostly in Ontario and B.C., and we’re continuing to expand strategically in markets where we see long-term opportunity,” she said.

“It’s not just about store count. It’s also about the structural strength of the organization.”

Last year, it opened six new locations.

Chatime operates under a franchise-heavy model, with roughly 90 per cent of its locations owned by franchise partners. As a result, Tham said much of her focus has been on reinforcing operational standards across the network and strengthening relationships within the franchise system.

Over the past year, the company has been encouraging the development of multi-unit franchise operators while also bringing new franchisees into the system.

“We’ve been fostering growth within our franchise system and developing more multi-unit franchise partners, as well as inviting new franchise partners into our system,” she said.

Alongside franchise development, the company has prioritized improving digital engagement and strengthening its customer loyalty platform.

Bubble tea positioned as an “affordable luxury”

Despite ongoing economic uncertainty and cautious consumer spending, Tham said the quick-service beverage category continues to benefit from consumers seeking relatively affordable experiences.

From her perspective, discretionary spending has shifted toward experiential food and beverage offerings, particularly in quick-service formats.

“Canadian consumers still remain cautious, although in Q1 we’ve seen a little more positive sentiment toward spending,” she said.

Even as overall restaurant spending moderates, she said quick-service dining continues to attract consumers looking for smaller indulgences.

“To me this highlights the continued allocation of discretionary dollars toward meaningful experiences, particularly experiential food and beverage, which I would consider Chatime to be in,” she said.

Tham described bubble tea as fitting naturally within that spending behaviour.

“I see bubble tea, particularly the experience and product we offer at Chatime, as an affordable luxury. It’s customizable and very social at the same time.”

Customization is central to the bubble tea category, allowing customers to adjust sweetness levels, ice levels, dairy options and toppings in their drinks.

Trinh Tham
Trinh Tham

Product innovation and marketing partnerships

Product innovation and marketing collaborations have also been part of the brand’s strategy to maintain customer engagement.

Late last year, the company launched a new brand promise called “Setting the Boba Bar,” built around three pillars: breadth, craft and personalization.

The initiative highlights five key beverage segments within the brand’s lineup: signature milk tea, matcha, fruit tea, brown sugar pearl bubble tea and taro-based drinks.

To simplify ordering for new customers while highlighting popular options, the company introduced what it calls the “Trending Eight,” a curated selection of eight beverages drawn from those categories.

Craft and preparation methods remain another point of emphasis within the chain’s operations.

“At Chatime we focus on consistency,” Tham said, noting that teas are sourced from Asia and brewed throughout the day, while the tapioca pearls used in drinks are slow-cooked for about an hour to achieve their desired texture.

Marketing campaigns have also been used to generate consumer interest and connect with younger audiences.

Last year the brand launched a limited-edition plush toy promotion tied to its beverage lineup, inspired by the broader “blind box” trend built around surprise collectibles. Tham said the program became the most successful promotional campaign the company has run.

The company also partnered with Oreo on a brown sugar bubble tea cookie promotion that extended into beverage offerings.

More recently, Chatime announced a collaboration with Barbie, timed around International Women’s Day, featuring limited-time drinks and related promotional activations across the network. The campaign was Be the Star of Your Own Sip.

“It’s one of the most ambitious cross-cultural partnerships we’ve done,” Tham said.

Photo credit: Chatime

Digital loyalty growth

Another key area of focus has been the company’s digital platform and loyalty program, which was relaunched last year.

Tham said the program has delivered measurable gains in customer engagement and repeat visits.

“We saw a 26 per cent increase in loyalty attachment, a 27 per cent increase in monthly visit frequency, and a 50 per cent increase in new member acquisitions,” she said.

The program is designed to increase purchase frequency and average spending while strengthening the company’s connection with customers.

“We leverage the program along with product innovation and marketing programs to increase basket size, drive frequency and reinforce our overall brand positioning,” Tham said.

Expanding ecosystem with Bake Code

Alongside Chatime, Tham also leads Bake Code, a bakery concept that is part of the same corporate group.

The brand currently operates four locations in the Toronto area, including Markham, Richmond Hill and Toronto.

Bakery operations present unique challenges, she said, particularly as ingredient and raw material costs have risen in recent years.

“Bakery is a very tough and challenging business. Margins are tough. Cost of goods and raw materials have increased over the last several years,” Tham said.

Despite those pressures, the company sees Bake Code playing a strategic role within the broader business.

Photo credit: Chatime

The bakery blends Asian and European baking traditions and also supplies select products directly to Chatime locations.

“If you go to a Chatime, you’re enjoying a Bake Code product that we’ve designed specifically for the Chatime system,” Tham said.

Beyond supplying its sister brand, Bake Code also produces wholesale products and catering for restaurants and hospitality clients, including custom products designed for luxury customers. For now, Tham said the focus is on strengthening the existing Bake Code network while using it to support the growth of Chatime.

“Right now my focus is really growing the Chatime system and strengthening the existing Bake Code network,” she said.

By leveraging the existing customer traffic in Chatime stores, the company hopes to build stronger demand for its bakery products while expanding its overall ecosystem.

“We know that’s a great way to grow attachment because I already have the customer in my Chatime stores,” Tham said.

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VIDEO: 87% of Canadians feel financially trapped by rising living costs: Harris & Partners

A new nationwide survey has found that financial pressure is now a defining reality for most Canadians, with overwhelming majorities reporting rising expenses, tighter budgets and forced changes to everyday spending.

The findings highlight how sustained cost-of-living increases are reshaping household finances across the country.

Joshua Harris
Joshua Harris

According to a Harris & Partners survey of 2,196 Canadians, the results reveal widespread financial strain:

  • 87% say they feel financially trapped due to rising living expenses and or debt
  • 85% report their overall monthly expenses have increased in the past 12 months
  • 85% say their household budget has become harder to manage
  • 97% say everyday price increases have forced them to rethink how they spend their money
  • 88% have postponed or cancelled plans such as travel, major purchases or life goals due to higher costs

“These results show just how deeply rising living costs are affecting Canadian households. For many people, it is no longer about cutting back on extras. It is about trying to keep up with everyday expenses. When 87% of Canadians say they feel financially trapped, that is a clear signal of how little room there is left in household budgets,” said Joshua Harris, CEO of Harris & Partners and a Licensed Insolvency Trustee.

Nearly all respondents say higher prices have altered how they manage their money, with everyday spending decisions increasingly shaped by affordability rather than preference, said the company.

“Canadians are adapting because they have to. People are thinking twice about every purchase, delaying plans and constantly reworking their budgets just to stay afloat. This kind of financial pressure becomes exhausting over time,” said Harris.

Beyond day-to-day costs, the survey also found growing concern about wider economic pressures:

  • 73% are concerned that trade tariffs on imported goods such as vehicles, electronics or produce will further limit their ability to pay down debt
  • 60% say they are worried about job security or household income due to the potential impact of tariffs on the Canadian economy

“When households are already stretched, anything that threatens higher prices or income stability adds another layer of stress,” said Harris.

“People are worried not just about today’s bills, but about what comes next.”

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Butterly Trust Index Maps AI-Era Product Reviews

Butterly is making a clear argument that will resonate with any retailer or brand watching consumer discovery change in real time. In an environment where AI systems increasingly summarize and recommend products, the company says trust is no longer an abstract brand attribute. It is becoming an input that shapes visibility, consideration, and conversion.

The company’s new report, the Butterly 2026 Trust Index, draws on feedback from approximately 2,100 Canadian consumers and examines what makes people comfortable being honest, what authenticity means in their own words, and why advocacy happens without incentives. 

Ali de Bold, CEO, 2026
Ali de Bold, CEO, 2026

Ali de Bold, Founder and CEO of Butterly, said the shift is already underway. “Search is fundamentally changing, and how people discover products,” she said in an interview. “What is powering ChatGPT’s recommendations? It’s real feedback from real people.”

AI is changing how shoppers validate products

Retailers have spent the past decade optimizing for clicks, impressions, and increasingly fragmented digital funnels. However, Butterly’s research frames the next phase as something different, a discovery shaped by structured signals that AI can interpret confidently.

The report’s premise is straightforward. Not all feedback carries the same weight. Reviews become more useful to both shoppers and AI when they reflect real use, include specific language, and show balance rather than performance. Butterly argues that these qualities emerge when consumers feel respected, well-matched to products, and confident that their feedback is taken seriously. 

For Canadian retailers, that lands at an important moment. Product pages and listings are crowded, private labels are expanding, and shoppers continue to rely heavily on peer validation before trying something new, especially in categories where fit and personal experience matter.

What “authentic” looks like, according to consumers

One of the more valuable takeaways from the Trust Index is how clearly respondents define authenticity. Butterly positions authentic feedback as the opposite of polish. It is honesty, balance, and a reflection of real-life use, including what did not work.

De Bold said brands that embrace this approach send a signal that consumers recognize. “They’re basically like tell us what you think,” she said. “That shows that the brand feels confident enough in their product that they’re okay with people being honest about how they feel.”

That consumer definition matters because many brands still treat reviews as an extension of marketing. In practice, shoppers often do the opposite. They scan for nuance, and they actively look for downsides.

“That’s actually one of the number one education pieces that we always have to tell our clients,” de Bold said. “Be so thankful if you get, you know, like a 4.4 out of 5 as your average. That’s fantastic. There is nothing more suspicious to other shoppers than all the reviews are five stars.”

Why negative reviews can increase conversion

The interview offered a reminder that is easy to overlook in retail. A strong review program is not about perfection, it is about credibility.

De Bold described a common shopper behaviour pattern: consumers will see a strong average rating, then immediately read lower-scoring reviews to understand risk and context. “A normal consumer behaviour is, okay, I am interested in this product. I see it has a good score. I am going to quickly read the two star reviews and see if these people are whack, or if there is a legitimate problem,” she said.

This is also where brands can create unforced errors. If a site or program suppresses negative feedback, the remaining content may look artificially clean. That can reduce trust rather than increase it.

From a compliance perspective, companies should also be careful about how they present reviews, endorsements, and testimonial content. In Canada, the Competition Bureau has emphasized that false or misleading representations can create legal exposure, including in the context of online reviews and deceptive practices. The practical implication is that transparency is not optional, and retailers and brands should avoid creating an impression that the review ecosystem is more independent or complete than it truly is.

From review content to product decisions

Butterly is also leaning into how brands operationalize feedback once it is collected. De Bold said the company has built AI-driven insights to surface patterns inside review content so teams can make changes faster.

“One thing that we’ve done in the back end with Butterly is we have an AI insights integration,” she said. “If AI sees that like hey, a bunch of people mentioned that the lid was hard to open, you know, then it’s like maybe you should revise your packaging.”

That is a meaningful shift for retail and CPG teams that have historically relied on periodic surveys, small focus groups, or lagging sales data to identify issues. If trustworthy feedback becomes more consistent and more detailed, the loop between consumer experience and product iteration can tighten.

Retail implications: discovery, conversion, and the shelf

While Butterly’s core clients are brands, de Bold said retailers also benefit because they are ultimately trying to move product and reduce friction for first-time purchases.

“It’s about like consumer trust and what makes them feel comfortable to buy from a brand that they’ve never tried before,” she said. “It’s not necessarily being featured in a flyer or a display. It’s going to be how do other consumers feel about that product?”

She pointed to social discovery as another layer of proof, especially for younger consumers. “If you are not popping up all over social, you kind of don’t exist to certain generations,” de Bold said, adding that the difference is shoppers increasingly want to see real people rather than paid influencer scripts.

Butterly also runs programs that can support new retail listings by showing proof of off-shelf purchase. De Bold described initiatives where participants film themselves buying a product in-store at retailers such as Costco, Sobeys, or Whole Foods, then share the content. She said retailers value this because it can drive incremental foot traffic while reinforcing availability and legitimacy.

Review volume still matters, but recency and quality matter more

One detail from the interview that stood out was de Bold’s view that some retailers still underinvest in review ecosystems. In her experience, the conversion tipping point depends on having enough reviews and keeping them current.

“The tipping point is usually around at least 20 and they’re recent,” she said. “They’re not from two years ago, they’re from like, you know, two weeks ago or from yesterday.”

Her point is not that every SKU needs hundreds of reviews. It is that shoppers use reviews as a final confidence check, and thin, outdated content can leave a product page feeling unfinished.

De Bold also drew a distinction between low scores and low-quality feedback. She suggested that brief, vague reviews are less useful to both shoppers and AI systems than reviews that explain what happened and why. In an AI-mediated discovery environment, that may become an even bigger issue, because models tend to reward specificity and context.

Generational shifts and the future of influence

The Trust Index findings also speak to how different age groups develop trust. De Bold said younger consumers grew up treating crowdsourced feedback as a default source of truth, while older consumers adopted it over time depending on category and purchase risk.

When it comes to influencer marketing, her view was nuanced. She noted that disclosure requirements changed the value equation, and that some influencer content will remain effective in categories like apparel where fit, look, and demonstration drive decisions. However, she suggested that skepticism rises when the content is framed as personal opinion but is clearly compensated.

That is likely where the Butterly 2026 Trust Index will attract attention from marketing teams trying to balance performance marketing with credibility. As AI becomes an increasingly common starting point for discovery, the difference between paid promotion and experience-based recommendation may become sharper.

A Canadian company reframing trust as infrastructure

Butterly has been operating in the review and advocacy space for nearly two decades, evolving from early written reviews to social content formats that have changed repeatedly over time. On its Trust Index landing page, the company positions the report as a guide to what produces trustworthy insight now, and why those conditions matter more as AI systems mediate discovery. 

De Bold’s broader strategy is to ensure Butterly’s ecosystem becomes a source that AI systems can rely on. “Our whole strategy for 2026 is how do we become a major engine that AI looks at to make recommendations for products that people should buy,” she said.

For retailers and brands, the underlying message is practical. Trust is increasingly built through systems, not slogans. Product-to-person fit, clear expectations, and respect for honest input do not just improve insight quality. They can influence how products are summarized, surfaced, and recommended at scale.

And in a retail environment where discovery keeps shifting, that may be one of the more actionable competitive advantages available.

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Abercrombie & Fitch Expands Canadian Store Network

New Abercrombie & Fitch store at West Edmonton Mall in Edmonton. Photo: Abercrombie & Fitch

Abercrombie & Fitch is accelerating its Canadian growth strategy with new store openings and a recently reopened location as the apparel retailer continues to strengthen its presence in key shopping centres across the country. The expansion comes as the brand experiences renewed global momentum and seeks to capitalize on strong consumer demand among younger demographics.

The company has plans to open stores in Winnipeg, Ottawa, Calgary and London, Ontario during 2026. These additions will further broaden the retailer’s Canadian footprint, which currently spans several major urban markets and premium retail destinations. At the same time, the brand has recently reopened its location at West Edmonton Mall following earlier closures during a previous restructuring period.

The developments reflect a broader corporate strategy focused on modernized stores, carefully selected retail environments, and stronger engagement with millennial and Gen Z consumers.

Record Financial Performance Drives Growth

The latest Canadian expansion aligns with Abercrombie & Fitch Co.’s strong financial performance globally. On March 4, 2026, the company reported record Fiscal Year 2025 results, surpassing $5.27 billion in annual global net sales for the first time in its history.

The milestone reflects a broader revitalization of the brand, which has spent several years repositioning itself after distancing from its early 2000s identity. Today the company focuses on contemporary fashion assortments, inclusive marketing, and digital integration that appeals to younger shoppers.

Despite acknowledging potential margin pressures related to tariffs and ongoing technology investments, company leadership has indicated that expanding the physical retail network remains a priority for 2026. Canada has emerged as a key market within that strategy.

New Abercrombie & Fitch store at West Edmonton Mall in Edmonton. Photo: Abercrombie & Fitch

Current Canadian Footprint Concentrated in Major Retail Centres

Abercrombie & Fitch maintains a targeted network of stores located primarily in high performing regional malls and outlet centres across Canada.

In British Columbia, the brand operates stores at Metropolis at Metrotown in Burnaby, CF Richmond Centre in Richmond, and CF Pacific Centre in downtown Vancouver. Alberta currently hosts a single location at West Edmonton Mall in Edmonton.

Ontario represents the company’s largest Canadian market. Stores operate at CF Toronto Eaton Centre, Yorkdale Shopping Centre, CF Sherway Gardens, Square One Shopping Centre in Mississauga, Vaughan Mills, Toronto Premium Outlets in Halton Hills, and Outlet Collection at Niagara in Niagara-on-the-Lake.

Alongside the flagship Abercrombie & Fitch brand, the company also operates related banners including abercrombie kids and Hollister Co., which together create a broader portfolio presence within Canada’s premium retail environments.

CF Polo Park in Winnipeg. Image: Cadillac Fairview

New Store to Enter Manitoba Market

One of the most significant announcements tied to the Abercrombie & Fitch Canada expansion is the brand’s first entry into Manitoba. A new store is planned for CF Polo Park in Winnipeg, marking the retailer’s debut in the province.

The City of Winnipeg issued a development permit on January 6, 2026 allowing alterations to a main floor space within the shopping centre. Following the permit approval, recruitment efforts began for store management positions as the company prepares for the opening.

The Winnipeg launch reflects the company’s strategy of expanding into markets where its related brands have already demonstrated strong performance. Hollister has operated successfully at CF Polo Park for years, providing valuable data about local demand for the company’s apparel concepts.

Ottawa Store Planned for CF Rideau Centre

Abercrombie & Fitch has also confirmed that it will open its first store in Ottawa at CF Rideau Centre in the summer of 2026. The new location will occupy the former Eddie Bauer space near the mall’s food court, where construction signage has already appeared.

The move introduces the brand to the Ottawa market, which has long been served by other fashion retailers but has lacked a dedicated Abercrombie & Fitch location.

Rideau Centre is one of Canada’s most productive urban shopping centres and is owned by Cadillac Fairview. Its tenant mix includes a variety of premium and international fashion brands, making it an attractive location for retailers targeting affluent and fashion conscious consumers.

New Abercrombie & Fitch store at West Edmonton Mall in Edmonton. Photo: Abercrombie & Fitch

West Edmonton Mall Store Returns After Previous Closure

In Alberta, Abercrombie & Fitch recently reopened its store at West Edmonton Mall. The new location opened in fall 2025 and represents a return to one of North America’s largest shopping centres.

The reopening follows earlier closures during the company’s restructuring period, when it exited several oversized or underperforming stores globally. The new West Edmonton Mall location reflects the retailer’s updated store concept, which emphasizes brighter interiors, streamlined layouts, and a more modern shopping environment.

The opening was positioned as an opportunity for the brand to reconnect with a new generation of shoppers in Alberta while showcasing its redesigned retail format.

Abercrombie & Fitch to Return to Calgary with CF Chinook Centre Store

Abercrombie & Fitch is also preparing to return to the Calgary market with a new store planned for CF Chinook Centre. The upcoming location will occupy the retail space formerly operated by Shoppers Drug Mart within the shopping centre.

Cadillac Fairview confirmed the deal in late February 2026. Darryl Schmidt, Vice-President of National Leasing at Cadillac Fairview, said the retailer is expected to take possession of the space in the spring of 2026, noting during an interview that the transition would occur within the next 60 days.

The opening represents a return to CF Chinook Centre for the American apparel retailer. Abercrombie & Fitch previously operated at the Calgary shopping centre for many years before closing the store in January 2023 as part of a broader fleet optimization strategy. At the same time, the Hollister location at CF Chinook Centre also closed.

Abercrombie & Fitch Planned for CF Masonville Place in London, Ontario

Abercrombie & Fitch is also preparing to open a new store in London, Ontario, further expanding the brand’s presence across the province. The upcoming location will be situated at CF Masonville Place, occupying the second-level retail space previously operated by Laura.

Construction activity is currently underway as crews prepare the unit for the retailer’s updated store concept. While the company has not formally announced a grand opening date, the London location is expected to welcome shoppers later in 2026.

The move introduces Abercrombie & Fitch to another important mid-sized Ontario market. CF Masonville Place serves as one of Southwestern Ontario’s dominant regional shopping centres and already houses a Hollister store, reflecting the company’s pattern of entering markets where its sister brand has established a customer base.

Global Store Strategy Shapes Canadian Growth

The Canadian expansion is part of a broader global real estate strategy outlined during Abercrombie & Fitch Co.’s March 2026 earnings call.

For Fiscal Year 2026, the company plans to open approximately 55 new stores worldwide. At the same time, it expects to close roughly 25 underperforming or oversized legacy locations.

The resulting net fleet growth of about 30 stores reflects a selective approach to expansion, focusing on high traffic destinations and right sized store formats. In addition, the company plans approximately 70 remodels and right sizing projects globally to modernize older stores and align them with its updated brand identity.

Canada plays a meaningful role within this strategy because of its concentration of premium shopping centres and strong consumer spending in fashion categories.

Hollister at CF Pacific Centre. Image: Lee Rivett

Hollister Remains Key Part of Canadian Portfolio

While the Abercrombie & Fitch brand has received significant attention during the company’s recent turnaround, Hollister continues to serve as a major revenue driver in Canada.

As of March 2026, Hollister operates 15 stores across the country, spread across five provinces. Ontario accounts for the majority of these locations, with nine stores in markets including Toronto, Vaughan, Markham, Brampton, Hamilton, Kitchener, and Niagara-on-the-Lake.

Additional stores operate in British Columbia at CF Pacific Centre and Metropolis at Metrotown, in Alberta at West Edmonton Mall, in Manitoba at CF Polo Park, and in Nova Scotia at Halifax Shopping Centre.

Historically, Hollister’s Canadian locations have generated strong productivity, with sales per square foot often exceeding comparable stores in the United States. The brand’s positioning as a casual, Southern California inspired lifestyle retailer resonates with younger shoppers, particularly Gen Z and Gen Alpha consumers.

Recent Canadian activity for Hollister has focused more on fleet optimization than on net new openings.

For example, the brand recently relocated its store within CF Pacific Centre in Vancouver to a more prominent location near the Robson Street escalators. The move placed the retailer in a higher traffic area while allowing it to introduce a newer store concept that features brighter lighting and a more open layout.

These relocations are part of the parent company’s broader effort to modernize its store fleet and ensure that each location aligns with evolving consumer expectations.

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Daily Synopsis: Mar 11, 2026

Daily Synopsis2

Today’s Retail Insider articles include key updates on women reshaping Canada’s franchise sector, Sleep Country’s growth plans amid global expansion, and Specsavers’ new leadership to boost Canadian operations. MUJI’s latest store opening in British Columbia signals ongoing retailer footprint growth. Together, these stories highlight how leadership shifts and market expansions are driving change in retail and commercial real estate.

 

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

Women Entrepreneurs Reshape Canada’s Franchise Industry

Female franchise business owner. Photo: RI Images

Women entrepreneurs are increasingly shaping the future of Canada’s franchise sector, expanding into industries traditionally dominated by men and building scalable businesses across the country. As part of International Women’s Month, the Canadian Franchise Association (CFA) is highlighting several women who are leading franchise systems in sectors such as construction, automotive, and skilled trades.

Franchising continues to provide a structured pathway to entrepreneurship for Canadians seeking to launch or expand businesses. According to the CFA, women are leveraging the franchise model to enter industries where representation has historically been limited. The organization says the growth of women in franchising Canada reflects broader changes in entrepreneurship and leadership across the country’s small and medium-sized business community.

“Women franchisors are redefining what’s possible in industries traditionally dominated by men,” says Sherry McNeil, President and CEO, Canadian Franchise Association. “At the CFA, we are proud to provide the tools, mentorship, and advocacy these entrepreneurs need to grow, scale, and succeed. This International Women’s Month, we celebrate not just their achievements, but the pathways they’re creating for the next generation of women leaders in franchising.”

 

Women-Owned Businesses Continue to Grow in Canada

The CFA points to several indicators showing the growing role of women entrepreneurs in Canada’s economy. Majority women-owned businesses now account for approximately 20% of businesses in Canada, representing a 17.6% increase compared with 2024. These companies generate more than $90 billion in annual revenue and employ nearly one million people nationwide.

Women also represent 37% of self-employed Canadians, with increasing participation in sectors such as construction and manufacturing. Research cited by the CFA indicates that majority women-owned businesses are more likely to employ women at all levels compared with private sector businesses overall.

These trends are becoming visible within the franchise sector as well. Franchising offers established brand systems, operational support, and training that can help entrepreneurs scale businesses more quickly than independent startups. For many women entrepreneurs, the model provides an accessible entry point into industries that historically have had higher barriers to entry.

Franchise Leaders Challenging Industry Norms

Several franchise leaders highlighted by the CFA illustrate how women in franchising Canada are expanding their presence in sectors often viewed as male-dominated.

Andrea Mackey Builds Wise Cracks Franchise Network: Andrea Mackey, CEO & President, Wise Cracks, co-founded the business with her husband in 1991 in Halifax, Nova Scotia. The company began in the couple’s basement while Mackey was still working full time in electrical and instrumentation sales.

Andrea Mackey Builds Wise Cracks Franchise Network

Over time, the company evolved into a franchise network operating across Canada. As CEO and President, Mackey now oversees the system’s expansion while mentoring franchisees and leading a family-run organization.

Throughout her career, Mackey says she has often encountered assumptions that the company must be male-owned. She says those perceptions gradually shifted as the business established its reputation among suppliers, franchisees, and associates. 

Mackey also highlights the success of female technicians within the network and encourages women entrepreneurs to pursue opportunities in trades-related sectors.

“Women are capable in every industry. Many of the women I’ve worked with in business are incredibly strong, and they rise to the challenge. I would advise aspiring women entrepreneurs to just go for it.”

Anita Elliott Leads Expansion of JDI Cleaning: Anita Elliott, President & CEO, JDI Cleaning, entered the business in 2008 in a regional sales role. Two years later she purchased her region and expanded it to include 42 local franchisees.

Anita Elliott Leads Expansion of JDI Cleaning

Today Elliott leads a growing franchise system operating across Canada and the United States. Her leadership approach focuses on strengthening systems while building relationships with franchise operators throughout the network.

Early in her career, Elliott says she was often underestimated due to her age and the expectations associated with leadership roles in the industry. Over time, she says measurable results and operational growth helped establish credibility with franchisees and partners.

Her leadership style emphasizes collaboration and accessibility, which she says helps maintain strong relationships across the franchise network.

“Don’t let fear hold you back. Growth rarely happens inside your comfort zone, but thoughtful, informed risk-taking is often what separates those who consider entrepreneurship from those who truly build something meaningful.”

Erin Vaughan Expands Automotive Franchise Concept: Erin Vaughan, Founder, Kinetic Auto, entered the automotive industry two decades ago as an apprentice technician before launching Kinetic Auto Service in 2011.

Erin Vaughan Expands Automotive Franchise Concept

Vaughan developed the brand with a focus on transparent service for customers and long-term career development for employees. Her company has emphasized workplace culture, including a four-day work week designed to support work-life balance for staff.

In the early stages of her career, Vaughan says she often needed to advocate for equal pay and access to training opportunities. Those experiences shaped her commitment to building a more inclusive automotive industry.

She says diverse perspectives ultimately strengthen organizations and improve outcomes for employees and customers alike.

“DO IT! We need more female leaders who can show young girls that women are capable of doing anything they set their minds to doing.”

 

Franchising Provides Pathways to Entrepreneurship

The CFA notes that franchising has long served as a pathway to business ownership across a wide range of industries. The association represents more than 60 sectors, spanning everything from hospitality and retail services to automotive repair, construction, and professional services.

Within that ecosystem, the CFA provides mentorship programs, training resources, and advocacy aimed at helping entrepreneurs grow and scale businesses. For women entrepreneurs in particular, those support structures can help accelerate entry into industries where networks and experience have traditionally been harder to access.

As more women enter franchise leadership roles, the sector is seeing broader diversity among both franchise owners and employees. The CFA says this trend is contributing to stronger business communities and expanding economic opportunities across Canada.

The continued rise of women in franchising Canada reflects a broader shift in entrepreneurship. As more women establish and expand franchise businesses, they are opening doors for future entrepreneurs while reshaping industries that historically had fewer female leaders.

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Future of Calgary’s Hudson’s Bay Building Discussed

Former Hudson's Bay Company department store in downtown Calgary. Photo: Steve Speer

The future of one of Western Canada’s most historically significant retail landmarks will be the subject of a public discussion later this month. Heritage Calgary, in partnership with the Calgary Downtown Association, will host an information session titled “The Past, Present, and Future of the Calgary Downtown Hudson Bay Building” on March 26, 2026, bringing together experts to explore the legacy and potential next chapter of the prominent downtown property.

The evening event will take place at the Hudson event centre, located at 200 8 Avenue SW in downtown Calgary, the site of the former Hudson’s Bay Company flagship store that closed in June 2025. Doors will open at 5:30 p.m., with the panel discussion scheduled from 6:00 p.m. to 8:00 p.m. The event will include a moderated discussion, followed by audience questions and networking. [Register Here]

Calgary commercial real estate broker Michael Kehoe, broker of record at Fairfield Commercial Real Estate Inc., is helping promote the event and has compiled historical research on the building and the Hudson’s Bay Company’s longstanding presence in the city.

“People often ask what will happen to the Hudson’s Bay building downtown,” said Kehoe. “This event is meant to bring together people who can talk about the building’s past, where things stand today, and what the possibilities could be for the future.”

A Landmark at the Heart of Downtown Calgary

The Calgary flagship at 200 8 Avenue SW stands as one of the most recognizable commercial buildings in Western Canada. Completed in 1913, the structure was built as the prototype for what became known as the “Original Six” Hudson’s Bay department stores developed across the western provinces.

Constructed with a reinforced concrete and steel frame, the building was among Calgary’s first large scale commercial structures to adopt modern building techniques. Its exterior is clad in cream glazed terra cotta, a relatively rare and expensive material for the region at the time. The luminous façade helped distinguish the store within Calgary’s rapidly growing downtown core.

Michael Kehoe
Michael Kehoe

Architecturally, the building reflects Edwardian Classical design paired with Chicago Commercial style massing. The façade is organized into three distinct vertical sections consisting of a base with display windows, a middle section defined by pilasters spanning several floors, and a decorative cornice crowning the sixth level.

One of the structure’s most recognizable features was added in 1930 when the building underwent a major expansion. The project extended the store westward and introduced the sweeping exterior colonnade that still lines Stephen Avenue today. Inspired by Paris’s Rue de Rivoli, the colonnade features Quebec granite columns, bronze detailing, and terrazzo mosaic flooring.

The expansion further cemented the store’s role as a civic landmark within Calgary’s historic downtown retail corridor.

A Department Store That Functioned as a Social Hub

During much of the twentieth century, the Hudson’s Bay store operated as more than a retail destination. Like many grand department stores of the era, it was designed to function as a social and cultural hub for the city.

The store once included the Elizabethan Room, a 275 seat dining room on the sixth floor that featured oak paneling and elaborate furnishings. At various times the building also housed a post office, a library, banking services, and a hospital facility for customers and staff.

Technological innovations were also part of the building’s early appeal. The store featured Calgary’s first passenger elevators along with pneumatic tubes that carried messages and transactions throughout the building.

Other amenities included a men’s smoking lounge and a rooftop playground overseen by a governess, illustrating the role department stores once played as community gathering spaces rather than simply places to shop.

“These department stores were often described as palaces of consumption,” Kehoe noted. “They were designed to draw people downtown to shop as well as to socialize, dine, and spend time.”

Historical photo, Hudson’s Bay Company department store in downtown Calgary

Hudson’s Bay Company’s Long History in Calgary

The history of the building reflects the broader story of the Hudson’s Bay Company in Western Canada. The retailer traces its origins to 1670, when King Charles II of England granted the company a Royal Charter giving it trading rights across Rupert’s Land, a vast territory covering much of present day Canada.

While the company began as a fur trading enterprise, its evolution into a retail powerhouse mirrored the development of Canadian cities.

Hudson’s Bay established a presence in the Calgary region in the nineteenth century as the community began to grow following the completion of Fort Calgary in 1875 and the arrival of the Canadian Pacific Railway in 1883.

By the late nineteenth century, Calgary was emerging as an important western commercial centre. Hudson’s Bay opened early retail operations in the city before eventually developing its flagship downtown department store in the early twentieth century.

The store constructed in 1913 represented a significant investment at the time, with construction costs estimated at $1.5 million. The opening drew enormous public interest. Historical records suggest roughly 12,000 people attended the grand opening celebration in August of that year.

Subsequent expansions continued to reflect Calgary’s population growth. The building was enlarged in 1930 and again in 1958, when an additional 130,000 square feet was added to accommodate rising demand during the post war boom.

For decades, the store served as a retail anchor along Stephen Avenue, one of the city’s most historic commercial corridors.

Historical photo, Hudson’s Bay Company department store in downtown Calgary

Suburban Expansion and Changing Retail Patterns

As Calgary expanded in the latter half of the twentieth century, retail patterns began shifting away from downtown department stores toward suburban shopping centres.

Between the 1970s and 1980s, Hudson’s Bay opened additional Calgary locations at Southcentre Mall, Sunridge Mall, and Market Mall. These new suburban stores reflected the broader evolution of Canadian retail toward automobile oriented shopping centres.

In 1993, the company further expanded its presence with a store at Chinook Centre in the former Woodward’s department store location.

While the downtown flagship remained an important landmark, its role within the company’s retail network gradually changed as suburban locations attracted larger volumes of shoppers.

Like many historic department stores across North America, the Calgary location eventually faced declining foot traffic and changing consumer behaviour.

Closure Marks End of a Long Retail Era

The final chapter of retail activity in the building came in June 2025, when Hudson’s Bay closed its remaining stores across Canada following the company’s financial collapse. The closure marked the end of 355 years of retail operations for the historic Canadian company.

Prior to the closure, Hudson’s Bay had already significantly reduced its footprint within the downtown Calgary building. In 2020 the store downsized operations to just two floors, leaving much of the historic structure underutilized.

Today the building stands vacant, raising questions about its future and the potential role it could play in downtown Calgary’s revitalization.

The situation has drawn attention from heritage organizations and urban planners who see the building as both an architectural treasure and a redevelopment challenge.

Heritage Status and Preservation Concerns

In October 2025, the National Trust for Canada added the building to its Endangered Places List with a designation of “Immediate Threat.” The listing highlighted concerns about the property’s long term preservation and the absence of formal municipal or provincial heritage protection.

Despite its architectural significance and location within the Stephen Avenue National Historic District, the building currently lacks a specific heritage designation that would protect it from demolition or significant alteration.

This situation has prompted debate among local stakeholders about the importance of preserving historic structures while also enabling redevelopment that supports economic vitality.

“The building is an important part of Calgary’s architectural and commercial heritage,” said Kehoe. “But at the same time, these buildings need viable uses in order to survive.”

Colonnade at the former Hudson’s Bay Company store in downtown Calgary. Photo: The Urban Explorer

Major Redevelopment Challenges

Redeveloping the property presents significant financial challenges. Industry observers estimate that modernizing the structure’s mechanical systems, electrical infrastructure, and structural components could require hundreds of millions of dollars in investment.

Several major investors have explored redevelopment opportunities for the site but have ultimately stepped back due to the scale of the required capital.

RioCan, one of Canada’s largest real estate investment trusts, previously examined the property but did not proceed with a redevelopment plan.

The size of the building’s floor plates also presents design challenges when considering modern uses such as residential or office conversions.

Nonetheless, urban planners and developers have proposed a range of potential concepts for the property, including residential housing, a boutique hotel, or a mixed use cultural and commercial hub.

Similar redevelopment strategies have been explored in other Canadian cities, including Winnipeg, where historic Hudson’s Bay properties have been proposed to be converted into mixed use projects — which is proving challenging. 

Expert Panel to Explore Possible Futures

The upcoming Heritage Calgary event will bring together three panelists who will examine different aspects of the building’s story. [Register Here]

Historian Darryl Cariou will discuss the history of the Hudson’s Bay Company building and its place within Calgary’s broader commercial development.

Andrew Doudican, representing the local Business Improvement Area, will outline the current state of the property and the challenges associated with its vacancy.

Jessie Andjelic and Philip Vandermay from the design firm Spectacle Bureau will present potential future scenarios for the site, exploring how the structure might be repurposed in ways that respect its heritage while enabling new economic uses.

The panel discussion is expected to provide insight into how historic commercial buildings can adapt to changing urban environments.

Community Conversation About Downtown Calgary’s Future

The event also reflects broader conversations about the future of downtown Calgary as the city works to revitalize its urban core.

In recent years, Calgary has pursued initiatives aimed at converting underused office buildings into residential developments and attracting new cultural and commercial activity to the downtown district.

Historic structures such as the Hudson’s Bay building play a unique role in that effort because they carry cultural significance while also occupying prime locations within the city.

Community discussions about the Calgary Hudson’s Bay building future therefore extend beyond a single property and touch on broader questions about how cities preserve their history while adapting to economic change.

A Historic Building Awaiting Its Next Chapter

For more than a century, the Hudson’s Bay building stood as a central gathering place for Calgary residents. Generations of shoppers visited the store for everything from fashion and home goods to dining and social events.

Although retail operations have ended, the structure continues to occupy a prominent place within Calgary’s urban landscape.

Kehoe believes that conversations about the building’s future are essential as the city considers how to balance heritage preservation with economic development.

“The Hudson’s Bay Company has been intertwined with the history of Canada,” he said. “Now we have an opportunity to think about how this iconic building can continue to contribute to Calgary’s future.”

The March 26 event will offer Calgarians a chance to learn more about the building’s past and participate in discussions about what comes next for one of the city’s most recognizable historic retail landmarks.

[Register Here]

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