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Hudson’s Bay store no longer part of Oakridge Park redevelopment

By
Craig Patterson
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Oakridge Park. Image: QuadReal

Hudson’s Bay has officially withdrawn its plans to open a location within Vancouver’s reimagined Oakridge Park, a five million square foot mixed-use project co-developed by QuadReal and Westbank. The vacancy creates new opportunities for innovative retail and community experiences.

QuadReal Property Group, the landlord driving the ambitious transformation of the former Oakridge Centre, confirmed this development to Retail Insider. The original agreement to include Hudson’s Bay as an anchor tenant has been restructured, enabling QuadReal to pursue a broader tenant mix that aligns with Oakridge’s evolving experiential and luxury-focused strategy.

“At its heart, Oakridge Park is a place of evolution and growth,” QuadReal said in a statement, explaining that the departure of Hudson’s Bay creates an opportunity to expand its lineup of global and local brands. “In response to positive interest from a diverse range of esteemed brands, restaurateur, and beauty and wellness services, this prime area will now be utilized in new and exciting ways, enhancing the overall experience for our residents, tenants, visitors, and the broader community.”

The decision represents a significant shift from 2018, when Hudson’s Bay and the developer amended the retailer’s lease for Oakridge. The amendment also secured Hudson’s Bay’s role as an anchor tenant in a newly designed, 140,000-square-foot space within Oakridge’s redevelopment.

Hudson’s Bay closed its Oakridge store in February of 2021 in anticipation of the new location. That followed Oakridge’s temporary closure in September of 2020 for the centre’s redevelopment.

Oakridge Park. Image: Westbank

Statement from Hudson’s Bay

Hudson’s Bay provided Retail Insider with a statement for this article, regarding Oakridge Park. “HBC continuously looks at opportunities to optimize its real estate portfolio on a market by market basis. We have recently completed an agreement with QuadReal Properties for our location at Oakridge Park and will not open within that redevelopment.”

The company noted that it will continue to maintain its presence in downtown Vancouver. “Hudson’s Bay is excited to reinvest in the Vancouver community and is focused on investments in and the redevelopment of its flagship location on Granville Street in downtown Vancouver.”

Oakridge Park. Image: QuadReal

Prime Retail Space Opens Up for New Tenants at Oakridge Park

Chrystal Burns, Executive Vice President of Canadian Retail at QuadReal, said that this decision enables Oakridge Park to redefine itself, emphasizing experiences that resonate with today’s retail shoppers. “We see this as a unique opportunity to redefine what truly anchors a destination,” she explained. According to Burns, Oakridge Park’s central park area will become a key attraction, featuring stages for performances, public art installations, and a Time Out Market food hall, which all contribute to a community-centred experience.

Tara Brockelmann, Senior Vice President of Leasing, added that the space originally planned for Hudson’s Bay—a spacious 140,000 square feet within the North Atrium, featuring 200 feet of frontage and ceiling heights over 50 feet—is positioned for high visibility and accessibility. It includes seamless access to parking and multiple atrium spaces with glass skylights, making it an ideal location for new luxury and lifestyle tenants.

“The leasing phase for Oakridge went exceptionally well,” Brockelmann noted. “Many tenants we initially couldn’t accommodate now have the chance to join the Oakridge community. This newly available space allows us to bring in uses that will enhance the experience for everyone.” She explained that Oakridge’s leasing team is carefully selecting brands that align with its unique mix of retail, wellness, and cultural experiences.

The Hudson’s Bay space will be reconfigured to meet the needs of prospective tenants. Burns pointed out that Oakridge’s redefined mission prioritizes experience-driven retail. The combination of community-oriented spaces, elevated design, and a diverse selection of high-end retailers positions Oakridge Park to appeal to a discerning customer base looking for more than just shopping.

Oakridge Park. Image: QuadReal

Oakridge Park to Feature High-End Retail, Wellness, and Luxury Experiences

The reimagined Oakridge Park will cover approximately 650,000 square feet and house over 100 retailers, including an exclusive mix of luxury labels, established brands, and a variety of dining options. This lineup includes notable luxury retailers new to Vancouver, such as Christian Louboutin, Miu Miu, Max Mara, Alexander Wang, and Maison Margiela. Additional brands will include Louis Vuitton, Prada, Brunello Cucinelli, and Moncler, while Harry Rosen and others will be returning to Oakridge’s premium retail environment.

High-end jewellery and watch brands will be part of Oakridge’s luxury offerings. Bulgari will open its first Vancouver standalone store, joined by other luxury names such as Chaumet, Chow Tai Fook, TAG Heuer, Tiffany, TUDOR, and Jacob & Company. Chaumet, a renowned Parisian jeweller, will debut its first North American standalone location at Oakridge. Rolex will also add to the luxury landscape with a store spanning 6,000 square feet.

Irene Quan, Vice President of Marketing, discussed how Oakridge’s experiential retail approach extends beyond luxury goods. She explained that Oakridge Park will incorporate wellness-oriented retailers and services to cater to a growing demand for health and lifestyle experiences. “We want to bring something unique to this space,” Quan said. She noted that Oakridge’s emphasis on diverse offerings reflects QuadReal’s commitment to creating an integrated destination for retail, community, and culture.

Oakridge Park. Image: QuadReal

Oakridge Park: More than Retail, a Community Destination

The partnership between QuadReal and Westbank began with Oakridge Centre’s closure in 2020, transforming it into a vibrant, mixed-use community. Oakridge Park will feature high-rise residential towers, office spaces, a public library, and amenities for the performing arts, including a ballet school.

Oakridge’s central park, covering a substantial portion of the property, will serve as a focal point for events and gatherings, reinforcing QuadReal’s vision of Oakridge as a hub for community engagement.

Since acquiring Oakridge Centre in 2017, QuadReal has aimed to maintain its status as one of Canada’s most productive shopping centres. The original Oakridge Centre, which included high-performing stores like Tiffany & Co. and Apple, consistently attracted affluent Vancouver residents, becoming one of Canada’s top-grossing shopping centres. Notably, Tiffany & Co., a high-profile tenant in Oakridge’s earlier iteration, will return to Oakridge Park in a new 5,200-square-foot boutique. Other key tenants include a Safeway grocery store and Crate & Barrel.

The retail area of Oakridge Park is scheduled for opening summer 2025, which Brockelmann mentioned is a great time for most retailers. The planned summer opening aligns with key shopping seasons, including the Lunar New Year, which holds special significance in Vancouver. “This timeline gives retailers the best runway to make an impact,” she explained.

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Canadians prioritize smart spending this holiday season: Affirm

By
Mario Toneguzzi
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Photo by Leeloo The First

Canadian shoppers are planning to spend strategically this holiday season, according to new research from Affirm, a payment network specializing in transparent and flexible payment solutions.

Despite economic challenges, 71% of Canadians say they plan to spend the same or more this year, opting for smarter, more deliberate purchasing strategies.

The study, conducted by Talker Research, highlights a growing trend of “slow shopping,” with 77% of respondents taking extra time to evaluate whether purchases align with their needs and priorities. Nearly 60% of Canadians intend to spread their shopping across the season, completing purchases on or after Black Friday to prioritize meaningful items (55%), hunt for deals and promotions (59%), and compare brands and styles (39%).

Flexible Payment Options on the Rise

A significant number of Canadians are relying on payment solutions that allow them to budget more effectively. Nearly half (48%) of respondents cited budgeting support as a primary reason for choosing buy-now-pay-later options. Additionally, 42% pointed to 0% APR offers as a major motivator, with 39% valuing these financing plans as much or more than traditional discounts.

Wayne Pommen
Wayne Pommen

“As Canadians take a more mindful, value-driven approach to holiday shopping, many are leaving credit cards behind,” said Wayne Pommen, Chief Revenue Officer at Affirm. “They’re turning to flexible, transparent payment options that let them shop responsibly and enjoy the season without the stress of hidden fees and compound interest.”

For consumers, Affirm said its checkout options provide access to exclusive deals with 0% APR financing, tailored credit offers, and extended payment terms. “With 60% of shoppers focused on their budgets, retailers offering these solutions are better positioned to meet the expectations of today’s savvy, budget-conscious consumers,” Pommen added.

Deliberate Spending Shaping Retail

The shift toward smarter spending underscores a broader consumer mindset this season. Canadians are not cutting back but instead focusing on purchases that align with their values and financial goals. Retailers who cater to this approach with flexible payment solutions and transparent pricing models stand to capture greater market share.

About the Study

The survey, conducted from September 24 to October 2, sampled 2,000 Canadians and provides insight into how economic uncertainty is shaping consumer behaviour this holiday season. It emphasizes a growing appetite for thoughtful shopping practices and alternative payment solutions, giving businesses an opportunity to align with changing preferences.

For Canadian retailers, this holiday season is about more than discounts—it’s about meeting consumers where they are: thoughtful, value-driven, and ready to embrace a smarter way to shop.

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Retail spending surges and shopping centres thrive (Video)

By
Mario Toneguzzi
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Holiday retail spending is projected to reach its highest levels since 2019, with an average consumer increase of 32%, according to a recent JLL survey.

Executive Vice President of Retail Advisory Services at JLL, Casdin Parr shared his insights on these findings in a recent conversation.

“I think we were all pleasantly surprised to see some of those results,” said Parr. “I’d be lying if I anticipated that level of increase, but it’s a testament to the hard work of both the economy and the retail community over the last year. Shopping centres and high streets are looking better than ever, offering exceptional customer experiences.”

This year, Black Friday arrives with heightened consumer enthusiasm. Parr noted that shoppers are already flooding malls ahead of the big day, signaling a strong trend. “We’ve seen shopping centres busier than ever, with traffic levels surpassing pre-COVID Black Friday activity. People are spending but still looking for value, which is driving robust traffic and deal-seeking behaviour.”

While online shopping surged during the pandemic, Canadians have rediscovered the allure of in-person shopping, particularly in shopping centres. According to Parr, 99% of survey respondents plan to visit a mall this holiday season. “This is uniquely Canadian. It reflects the quality experiences our shopping centres provide, from coast to coast,” he said.

Central to this resurgence is the emphasis on immersive experiences. “Shopping centres have excelled at creating memorable environments,” Parr explained. “From Santa visits to stunning decorations, these activations are crucial. We’ve also seen elevated food and beverage offerings, like Toronto Eaton Centre’s Queen’s Cross Food Hall, which enhance the overall customer journey.”

Gift cards remain a perennial favorite for holiday shoppers, with their popularity steadily increasing. “They may not be the flashiest gift, but they offer flexibility and ensure recipients get exactly what they want,” Parr remarked. “This trend also benefits retailers, as those dollars go right back into the economy.”

However, the holiday season is also a critical period for retailers. “For many, these six weeks can make or break their year,” Parr said. Recent challenges, such as Stokes filing for creditor protection, underscore the stakes. Yet Parr remains optimistic. “Heading into Q4, the business has been healthier than I can recall. We’re seeing retailers grow market share and new international brands entering Canada. It’s an exciting time.”

As Canadian consumers gear up for the holidays, the sector is positioned for a strong finish to 2024 and an even brighter 2025.

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adidas opens flagship Vancouver store (photos)

By
Mario Toneguzzi
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adidas Robson
adidas Robson

Retail giant has opened its new flagship store in downtown Vancouver at the corner of Robson and Burrard.

“Our new adidas flagship store at Robson and Burrard is the largest adidas store in Canada spanning nearly 35,000 square feet and the second largest in our North American fleet,” said Lesley Hawkins, VP Retail.

“The new format store offers a broad selection of adidas sport, lifestyle and culture wear for every member of the family. It features a broad selection of soccer apparel and footwear, including soccer jerseys from Premier clubs like Real Madrid, the MLS Vancouver White Caps, and football federations like Argentina. 

Lesley Hawkins
Lesley Hawkins

“For the running enthusiast, the store offers a Run Lab with gait analysis and an extensive product assortment for every level of runner. Customization of apparel and accessories is available through the Made For You lab, featuring localized Vancouver graphics.” 

Hawkins said the store is located in the heart of downtown Vancouver.

“The new adidas store brings together the local community, visitors to the city, and tourists alike. Centrally located, the store is a short walk from BC Place, the Vancouver port, Stanley Park, and many downtown attractions,” she said. 

“The new store concept offers modularity to adapt to various sports, product categories and in-store activations, so we expect to integrate the concept across future doors. 

“The official grand opening celebration, also known as our Homewarming party, will take place January 31 to February 2, 2025. Come by and enjoy lots of activities, including meeting some special guests.”

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adidas Robson football
adidas Robson football
adidas Robson Originals area
adidas Robson Originals area
adidas Robson main floor
adidas Robson main floor

Burger King Launches ‘Sizzle’ Concept in Four Canadian Locations

By
Craig Patterson
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Burger King 'Sizzle' location in Toronto. Photo: Burger King

Burger King, in partnership with Redberry Restaurants, has unveiled its innovative “Sizzle” restaurant design in Canada. Four newly remodelled Sizzle locations opened this month in Etobicoke (Toronto), North York, Mississauga, and Sudbury. The outlets showcase a bold new look and enhanced guest experience, marking a shift for the brand’s evolution in Canada.

The debut of the Sizzle concept reflects Burger King’s commitment to modernization while maintaining its flame-grilled heritage. “We’re excited to bring the Sizzle design to Canada,” said Ken Otto, CEO of Redberry Restaurants, in an interview. “This is more than just a remodel—it’s a fresh approach that puts our guests first with a digital-forward, family-friendly dining experience.”

A New Era for Burger King in Canada

Ken Otto
Ken Otto

The Sizzle concept, named to evoke Burger King’s flame-grilled legacy, represents a transformative shift for the brand. Its design elements create a modern, inviting atmosphere, combining bold colours, innovative textures, and state-of-the-art features.

Scott Lewis, Brand President at Redberry, emphasized the significance of the launch. “These are not just redesigned restaurants; they’re a statement of what Burger King represents today. We’re building on decades of history with a focus on convenience and technology for our guests,” he said.

Key features of the Sizzle design include:

  • Digital Ordering Kiosks for seamless dine-in or carry-out orders, making it easier than ever for guests to customize and place their meals.
  • Enhanced Drive-Thru Lanes with a canopied design, double lanes, and an automated voice ordering system to reduce wait times.
  • Designated Pick-Up Areas for delivery and digital orders, catering to the growing demand for mobile app and third-party delivery services.
  • Signature Interior Design Features, such as the “King Booth” for group seating, a “Crown Wall” for photo opportunities, and a unique Whopper art installation celebrating the brand’s iconic menu item.
  • Modern Exterior Designs, featuring large Burger King branding, vibrant colours, and a “Home of the Whopper” wall that ensures instant recognition.

“We wanted every aspect of the Sizzle design to be a celebration of what makes Burger King unique,” Otto explained. “It’s not just a restaurant; it’s an experience.”

A Commitment to Digital Innovation

The Sizzle concept reflects the growing importance of digital integration in the quick-service restaurant (QSR) industry. By prioritizing features like automated drive-thru ordering and mobile-friendly pick-up zones, Redberry is aligning Burger King with the preferences of today’s tech-savvy customers.

“The digital-first approach is a game-changer,” said Otto. “Our guests are looking for convenience, and we’re delivering that with cutting-edge technology that makes ordering faster, easier, and more intuitive.”

Lewis echoed this sentiment, noting that the double-lane drive-thrus are designed to minimize congestion during peak times. “The investment in digital is about creating a frictionless experience. Whether you’re ordering from your phone, a kiosk, or the drive-thru, we want it to be seamless,” he said.

Burger King ‘Sizzle’ location in North York. Photo: Burger King

Strategic Growth Across Canada

Redberry has been instrumental in Burger King’s growth across Canada, operating over 160 locations nationwide. The company plans to open 14 new restaurants in 2024, followed by another 14 in 2025, as part of its ambitious expansion strategy.

“Canada is a key market for Burger King, and Redberry is proud to lead the charge,” Otto said. “We’ve built over 60 Burger King locations in recent years, and the response has been phenomenal.”

The Sizzle concept will eventually be rolled out nationwide, with Redberry taking the lead as the first franchisee to implement the design. “We’re setting the standard with these four locations, but we’re not stopping there,” said Lewis. “Over time, Sizzle will become synonymous with the Burger King experience across Canada.”

Navigating Challenges in Real Estate

Finding suitable real estate for modern QSR designs, especially those with drive-thrus, can be challenging in today’s competitive market. Otto acknowledged these hurdles, noting that securing locations often requires patience and strategic planning.

“Drive-thru locations are in high demand, and municipalities are imposing stricter regulations,” he said. “However, we’ve worked hard to find spaces that meet our needs, and we’re confident in our ability to continue growing.”

Urban markets also present unique opportunities for expansion. Burger King has already established a presence in Toronto’s PATH system and is exploring additional sites in dense downtown areas. “Urban locations are an exciting frontier for us,” Otto said. “The brand resonates strongly with city dwellers, and we’re eager to bring the Sizzle experience to more urban neighbourhoods.”

A Legacy of Growth

Redberry’s success as Burger King’s largest franchisee in Canada is underpinned by its strong leadership and innovative approach to restaurant development. The company’s partnership with City Capital Ventures has fuelled its rapid expansion, and its accolades, including the Pinnacle Awards’ Company of the Year, underscore its industry-leading performance.

“Our mission is to create an environment where our team members and guests can thrive,” said Otto. “Sizzle is a testament to that vision—it’s bold, it’s modern, and it’s uniquely Burger King.”

Grand Openings and Beyond

By November 26, 2024, all four Sizzle locations will be open for business, offering Canadians a first look at this exciting new concept. The locations are as follows:

  • 1560 The Queensway, Etobicoke
  • 6465 Mississauga Rd., Mississauga
  • 1077 Wilson Ave., North York
  • 660 Notre Dame Ave., Sudbury

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Walmart Canada and DoorDash Canada join forces

By
Mario Toneguzzi
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Photo: DoorDash
Photo: DoorDash

and are collaborating nationwide to provide more Canadians across the country with on-demand access to grocery and general merchandise essentials. 

This comes as Canadians continue to seek affordable and convenient shopping options, which they can now find at Walmart through DoorDash’s easy-to-use app and website, said a news release.

Ignacio Baladron

“We’re thrilled to collaborate with DoorDash to offer Canadians another fast and convenient way to access our broad assortment, right at their fingertips,” said Ignacio Baladron, Vice President, Omni Channel & Online Grocery at Walmart Canada. 

“DoorDash opens our doors to Canadians who are strapped for time, in need of last-minute items or who prefer to shop from the comfort of their home – especially as we head into the holiday season. We’re proud to continue our journey to become the number one omnichannel retailer as we live out our mission of helping Canadians save money so they can live better.”

The news release said customers shopping on DoorDash can now browse tens of thousands of unique items from Walmart – including beloved private label brands like Great Value, Equate, and Mainstays – ranging from fresh produce and kitchenware to pet food and electronics. Once an order is placed from Walmart on DoorDash’s app or website, a nearby Dasher will shop for each item on a customer’s list. Forget something? Customers can continue adding items to their cart until a Dasher arrives at the store to begin shopping.

Shilpa Arora
Shilpa Arora

“Families look to DoorDash to support their weekly routines, and through our collaboration with Walmart, we’re proud to connect them with access to fresh produce, pantry staples, and home goods on demand,” said Shilpa Arora, General Manager of DoorDash Canada. “Customers continue to enjoy the convenience of delivery for a variety of occasions, whether that’s searching for an easy weeknight meal or ordering gifts for the holidays.”

Canadians across the country can now shop grocery and general merchandise from over 300 Walmart Supercentres in Alberta, British Columbia, Manitoba, New Brunswick, Newfoundland and Labrador, Nova Scotia, Ontario, Prince Edward Island, Quebec, and Saskatchewan – enjoying delivery right to their doors. 

Roughly four in four customers who shopped on DoorDash in Canada in the last 60 days will now have access to convenient and reliable on-demand delivery from Walmart.

All Walmart Supercentres on DoorDash will be available on DashPass, DoorDash’s subscription program, providing $0 delivery fees and reduced service fees on eligible orders. Place an order from Walmart on DoorDash.

Photo: DoorDash
Photo: DoorDash

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Trump’s Tariff Threats Send Shockwaves Across Canada’s Economy

By
Mario Toneguzzi
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Photo- Carlos Herrero

The threat by U.S. President-Elect Donald Trump to slap a 25% tariff on all Canadian goods has sent shockwaves throughout the Canadian business community.

Candace Laing
Candace Laing

“Being America’s “nice neighbour” won’t get us anywhere in this situation. President-elect Trump’s intention to impose 25% tariffs signals that the U.S.-Canada trade relationship is no longer about mutual benefit. To him, it’s about winners and losers—with Canada on the losing end,” said Candace Laing, President & Chief Executive Officer of the Canadian Chamber of Commerce.

“We’re facing a significant shift in the relationship between long-standing allies. Canada’s signature approach needs to evolve: we must be prepared to take a couple of punches if we’re going to stake out our position. It’s time to trade “sorry” for “sorry, not sorry.”

Karl Littler
Karl Littler

Karl Littler, Senior Vice President, Public Affairs, for the Retail Council of Canada, said there are very serious concerns with President-elect Trump’s threat to impose tariffs on imported goods from Canada. 

“As an exporting nation, with over 75% of our exports destined for the US, new tariffs could hit the Canadian economy hard—impacting jobs, household incomes, and thereby reducing affordability for retail goods,” he said.

“Another major concern is the potential for a “trade war” between Canada and the US, which could trigger retaliatory tariffs. RCC would strongly advocate against placing this burden on Canadian consumers, especially amidst existing affordability concerns. We are particularly concerned that, in the event of a trade war, a broad range of retaliatory measures from the Canadian government could target US-sourced grocery items, due to our heavy reliance on US food imports, as well as other consumer goods. So from our perspective, a trade war should be avoided at almost any cost, though this is hardly news to the Canadian government.

“In 2017, work done for the Retail Council of Canada by the consulting firm AT Kearney estimated that each one per cent of tariffs on US Goods could increase retailers’ costs by $1 billion, a number that would now likely exceed $1.25 billion per percentage point of tariffs, given inflation and population growth.”

Dan Kelly
Dan Kelly

Dan Kelly, President and CEO of the Canadian Federation of Independent Business, said the tariff announcement has already sent shockwaves through Canadian markets. Whether it’s 10% or 25% – blanket tariffs on Canadian goods would have a massive economic impact on our economy,” he said.

“Small and medium-sized businesses account for approximately 40% of exports to the US. Any disruption to the flow of goods between the US and Canada would be a major economic hit. Tariffs would not just affect our exporters as their effect on the value of the Canadian dollar would increase the cost of US imports — affecting small businesses and consumers alike.

Canada cannot afford to dismiss this as a idle threat or initial positioning – we need to take this seriously and present, once again, a united front in responding to this challenge.  The uncertainty alone created by this issue will cause pressures on Canadian SMEs and impede our progress to an economic recovery,” explained Kelly. 

“Our governments must take all actions within our control to ensure we are a good and reliable trading partner for the US and the world.  These include a stronger focus on crime, stabilizing our supply chains such as ports and railways, promoting our energy sector and reducing the regulatory and tax burdens facing Canadian businesses.”

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Tiffany & Co. Overhauls Yorkdale Flagship with Stunning Redesign

By
Craig Patterson
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Tiffany & Co. at Toronto's Yorkdale Shopping Centre. Image: Tiffany & Co.

Tiffany & Co., the legendary New York City-based jeweller renowned for its timeless luxury and craftsmanship, has unveiled its newly reimagined flagship store at the Yorkdale Shopping Centre in Toronto. The redesigned location blends architectural brilliance, artistic integration, and an expanded footprint. Tiffany & Co. has declared the Yorkdale store to be its Canadian flagship. 

The Yorkdale store, which first opened in 2009, was the mall’s first mono-brand luxury boutique. It set the stage for Yorkdale’s transformation into Canada’s most comprehensive luxury retail hub. The latest renovation and expansion underline Tiffany’s significant commitment to its Canadian clientele.

Tiffany & Co. at Toronto’s Yorkdale Shopping Centre. Image: Tiffany & Co.
Inside Tiffany & Co. at Toronto’s Yorkdale Shopping Centre. Image: Tiffany & Co.

Architectural Brilliance Meets Artistic Elegance

The revamped flagship was designed by acclaimed architectural firm SANAA and features an exterior that dazzles with 32,000 glass bricks framed in polished aluminum panels. This stunning façade pays homage to Tiffany’s craftsmanship, symbolizing the transformation of raw diamonds into timeless jewellery.

Inside, the store’s design continues to impress. Upon entering, visitors are greeted by a custom-made maple-leaf-inspired light sculpture by architect Hugh Dutton, celebrating Canada’s national symbol. The store’s arched interiors, inspired by Toronto’s architectural heritage, guide visitors through intricately designed spaces featuring woven metal display cases with mother-of-pearl inlays.

The Yorkdale flagship elevates the shopping experience by integrating fine art into its design. Visitors can admire works by globally acclaimed artists, including Damien Hirst’s Tiffany Incredible, Vik Muniz’s Repro: Musée d’Orsay (Rochefort’s Escape, after Manet), and Sho Shibuya’s Sunrise From a Small Window series.

Inside Tiffany & Co. at Toronto’s Yorkdale Shopping Centre. Image: Tiffany & Co.

The Yorkdale flagship features a High Jewellery Salon, which houses Tiffany’s most exclusive and comprehensive collection in Canada. 

This luxurious space also includes the Jean Schlumberger gallery, named after the legendary Tiffany designer celebrated for his intricate and artistic creations. It features a custom-designed Apollo chandelier by Aggio, suspended from a champagne gold-leaf ceiling. Inspired by celestial themes, the chandelier embodies the elegance and sophistication of Tiffany’s jewellery creations.

High jewellery salon inside Tiffany & Co. at Toronto’s Yorkdale Shopping Centre. Image: Tiffany & Co.

The Evolution of Yorkdale’s Luxury Offerings

Tiffany & Co.’s 2009 arrival at Yorkdale marked a transformative moment for the shopping centre, as it became the first mono-brand luxury retailer to open within the mall. Over the years, Yorkdale has cultivated the country’s most extensive luxury brand cluster, now home to iconic names.

Tiffany’s latest investment at Yorkdale—an expansion from 6,085 square feet to 8,325 square feet—is a testament to the brand’s enduring role in Yorkdale’s luxury legacy. The expansion annexed the adjacent space previously occupied by Jimmy Choo, allowing Tiffany to introduce new retail experiences to its clientele. Jimmy Choo recently relocated in Yorkdale to a new flagship space.

Inside Tiffany & Co. at Toronto’s Yorkdale Shopping Centre. Image: Tiffany & Co.

Expanding Tiffany & Co.’s Canadian Presence

The Yorkdale flagship is only one part of Tiffany & Co.’s ambitious plans for Canada. The jeweller is investing heavily in new locations, including a two-storey flagship at the northwest corner of Bloor and Bay Streets in downtown Toronto. This new store, set to feature 24-foot ceilings on its second level, will allow Tiffany to rebrand the entire building, further strengthening its presence in Toronto’s luxury retail corridor.

Looking beyond Toronto, Tiffany & Co. is also preparing to open new stores at Royalmount in Montreal in 2025 and Oakridge Park in Vancouver, further cementing its presence in key urban markets across the country.

Inside Tiffany & Co. at Toronto’s Yorkdale Shopping Centre. Image: Tiffany & Co.

A Pioneering History of Tiffany & Co. in Canada

Tiffany & Co. established its Canadian presence in 1991 with the opening of its first store at 85 Bloor Street West in Toronto. The four-level, 13,450-square-foot location marked the brand’s initial foray into the Canadian market and operated for approximately 22 years before relocating to 150 Bloor Street West in 2013.

In 1993, Tiffany expanded into Vancouver by opening a 700-square-foot boutique within Holt Renfrew, marking its second Canadian city presence. The brand continued its growth by establishing shop-in-stores within Holt Renfrew locations in Montreal and Calgary during the 1990s.

Over the years, Tiffany & Co. has significantly expanded its footprint across Canada. The brand operates standalone stores in Vancouver at 723 Burrard Street, West Edmonton Mall in Edmonton, CF Chinook Centre in Calgary, CF Sherway Gardens in Toronto, CF Rideau Centre in Ottawa, and at the Ritz Carlton Hotel on Sherbrooke Street West in downtown Montreal. Additionally, Tiffany maintains concessions within Holt Renfrew stores in Vancouver, Calgary, Mississauga, and at Holt Renfrew Ogilvy in Montreal.

Inside Tiffany & Co. at Toronto’s Yorkdale Shopping Centre. Image: Tiffany & Co.

LVMH’s Influence on Tiffany & Co.: A New Era of Innovation and Growth

The acquisition of Tiffany & Co. by LVMH Moët Hennessy Louis Vuitton in early 2021 for USD $15.8 billion marked a transformative chapter for the storied jeweller. As part of the world’s largest luxury conglomerate, Tiffany & Co. has been able to leverage LVMH’s extensive expertise in brand positioning, global market penetration, and luxury retail innovation. This new relationship has catalyzed significant changes within the company, including a sharper focus on modernity, customer engagement, and strategic expansion.

Since joining LVMH’s esteemed portfolio, which includes brands such as Louis Vuitton, Dior, and Bulgari, Tiffany & Co. has embraced a refreshed brand vision while retaining its heritage of elegance and craftsmanship. LVMH has encouraged Tiffany to rethink its approach to flagship stores and customer experiences, evident in the striking redesign of its Yorkdale flagship and other planned openings in Canada.

Dave’s Hot Chicken Expanding Across Canada

By
Craig Patterson
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Dave's Hot Chicken in Toronto's Parkdale area. Photo: Dave's Hot Chicken

Dave’s Hot Chicken is turning up the heat in Canada with an ambitious expansion strategy that brings its signature Nashville-style hot chicken to communities across the country. Canadian franchisee Blair Bitove, under Bite Brands, is leading the charge, blending unique flavours, strategic growth, and a commitment to quality.

Ontario and Western Canada Expansion

Dave’s Hot Chicken is set to add four new locations in Ontario next year, including Kitchener, Pickering, London, and Brampton. “We’re really excited to bring our signature flavours to even more communities,” said Blair Bitove. “Each of these cities has shown great enthusiasm for our brand, and we’re thrilled to be growing in Ontario.”

Blair Bitove

Two of the Ontario locations are already under construction, with two more slated to begin in the spring. “It’s all about finding the right spaces and ensuring that we maintain our high standards,” Bitove added. “We want every customer to have the same amazing experience, no matter which location they visit.”

Western Canada is also on the map, with an Edmonton location currently under construction and lease negotiations underway in Calgary. “We’re excited to establish a stronger presence in Western Canada,” Bitove said. “These cities are ready for something new, and we’re confident our hot chicken will make a lasting impression.”

All Canadian locations are corporately owned and operated by Bite Brands, a strategic decision that ensures consistency and quality. “Keeping operations under one umbrella allows us to maintain our high standards across the board,” explained Bitove.

Photo: Dave’s Hot Chicken

Standing Out in a Crowded Market

Since opening its first Canadian location in January 2021, Dave’s Hot Chicken has rapidly gained a following, with six Ontario locations now in operation. The brand faces stiff competition from established players such as KFC, Popeye’s, and Mary Brown’s, but Bitove believes Dave’s has a unique edge. “Our chicken isn’t just another fried option,” she said. “It’s freshly prepared for every order, with a proprietary blend of spices that sets us apart.”

The brand’s origins in California add to its distinctive appeal. Founded in 2017 by four childhood friends, including trained chef Dave Kopushyan, Dave’s Hot Chicken quickly grew from a parking lot pop-up in East Hollywood to a sensation with long lines and rave reviews. “That authenticity and passion are at the core of every bite we serve,” said Bitove. “People can taste the difference, and that’s why they keep coming back.”

Building Brand Awareness Through Events

Raising brand awareness has been a critical component of Dave’s Hot Chicken’s Canadian growth strategy. The ICSC Toronto conference played a pivotal role in introducing the brand to landlords and potential partners. “It was tough at first,” Bitove admitted. “Landlords hadn’t heard of us, and it was hard to ask them to try our product when we had so few locations.”

The ICSC event provided a turning point, allowing landlords and others to experience the brand firsthand. “We had landlords, even staff from other chicken brands, lining up to try our food,” Bitove recalled. “It was our chance to show them we’re more than just another chicken joint. The feedback was phenomenal, and it helped open a lot of doors.”

Toronto-based musician Drake is among the owners of Dave’s Hot Chicken corporately. Photo: Dave’s Hot Chicken

Site Selection and Real Estate Strategy

Dave’s Hot Chicken typically seeks out standalone locations ranging from 2,000 to 2,500 square feet, with a preference for end-cap locations that offer high visibility. “We want to provide a full dining experience, so standalone sites with patios are ideal,” Bitove explained. “Our product is made-to-order, which makes it less suited for traditional food courts.”

The Shops at Pickering City Centre location, currently under construction, exemplifies this approach. Situated with exterior mall access, it offers both convenience and a dedicated dining space. “We’re focused on creating an environment that matches the quality of our food,” Bitove said.

Customer Loyalty and Menu Innovations

Dave’s Hot Chicken’s ability to turn first-time visitors into loyal customers is a key strength. “Once people try our food, they come back,” Bitove said, referencing strong repeat business from third-party delivery services like DoorDash, Uber Eats, and SkipTheDishes. “It shows we’re doing something right.”

Menu innovation is another part of Dave’s success. While the brand’s core offering of tenders and sliders remains its focus, new items like Dave’s Hot Chicken Bites have broadened its appeal. “The bites have been a great addition,” Bitove said. “They’re perfect for kids and anyone looking for a smaller portion.”

In January, Dave’s will reintroduce its limited-time offering, “Dave’s Not Chicken,” a cauliflower-based option. “It’s great for vegetarians or anyone looking to try something different,” Bitove noted. “It has the same bold flavors our fans love.”

Strategic Vision for the Future

Looking ahead, Dave’s Hot Chicken plans to open 25 to 30 locations across Canada within the next three years, with a focus on Ontario and Western Canada before expanding further east. “It’s about building strong operations and making sure we deliver the same great experience everywhere,” said Bitove. The team is also considering an eventual expansion into Quebec. “Once we’re established in Western Canada and Ontario, Quebec will be a natural next step.”

Reflecting on the brand’s rapid growth and future potential, Bitove said, “We’re proud of what we’ve achieved so far, but we’re just getting started. Canadians have really embraced Dave’s Hot Chicken, and we’re excited to see where we can take it next.”

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Trump’s Tariff Threats Signal Crisis for Canada’s Agri-Food Exports

By
Sylvain Charlebois
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President-elect Donald Trump attends a campaign event, in Allentown, Pennsylvania, Oct. 29, 2024. Brendan Mcdermid/Reuters

Few political figures can wield as much influence over global markets as President-Elect Donald Trump. This week, his threats to impose sweeping new tariffs—25% on Canadian and Mexican agricultural products and an additional 10% on Chinese goods—sent shockwaves through currency markets, sinking the Canadian dollar by at least a cent within seconds.

These tariffs, framed as leverage to secure tighter borders and reduce immigration and drug trafficking, represent more than just bluster; they signal a tactical shift in U.S. economic policy that could have devastating consequences for Canada’s agri-food sector.

Canada’s Agri-Food Exports: A $40 Billion Industry at Risk

In 2023, Canada exported over $40 billion worth of agri-food products to the United States, accounting for nearly 60% of its total agri-food exports. These exports span a diverse array of goods, including grains like wheat, canola, and barley; livestock such as beef and pork; seafood like lobster and snow crab; and fresh produce such as greenhouse-grown vegetables and berries.

Iconic Canadian products like maple syrup and whisky, along with processed foods and pulses, further underscore Canada’s vital role in supplying high-quality agricultural goods to its largest trading partner.

How Tariffs Could Devastate Canada’s Agri-Food Sector

A 25% tariff on these goods would be catastrophic, eroding the slim margins that underpin food production and trade. Food is a business of tight profit margins, and even a 5% tariff could disrupt supply chains, discourage U.S. importers, and upend decades of economic integration between the two countries. For Canadian producers, the stakes are especially high; we’ve never been so reliant on the American market since the early 2000s under George W. Bush, and Trump’s team knows it.

However, this is more about tactics than policy. President-Elect Trump is unlikely to enact measures that would harm American consumers. A tariff on $40 billion worth of Canadian food imports would undoubtedly inflate prices at U.S. grocery stores—a political risk Trump is keen to avoid. Instead, he’s betting Canada will yield under pressure, given our limited leverage and ongoing diplomatic tensions with other key markets, including India and China.

For Canada, this is a wake-up call. Ottawa must move beyond short-term measures like $250 rebate cheques or temporary GST holidays to address the structural vulnerabilities in our agri-food economy. Trump is simply doing what he promised: leveraging U.S. economic power to extract concessions.

Impact of Carbon Tax on Canada’s Agri-Food Competitiveness

Adding to Canada’s woes is the carbon tax, which has further weakened our agri-food sector’s competitiveness. A new peer-reviewed study from Dalhousie University shows that this policy has placed Canadian producers at a disadvantage relative to their U.S. counterparts. With the United States poised to withdraw from the Paris Agreement, American producers are free from similar constraints, giving them an edge in pricing and market access. Coupled with a weaker Canadian dollar, this could push food importers and retailers to favor U.S. products, leaving Canadian consumers to shoulder higher food costs.

If Canada continues to prioritize retail politics over meaningful economic strategy, the cost will be borne by every household at the grocery checkout. Trump’s tariff threats should not be dismissed as mere theatrics—they are a stark reminder of the fragile balance of power in North American trade. Ottawa must respond with a cohesive strategy to safeguard our agri-food sector and ensure it remains competitive in an increasingly hostile economic landscape.

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