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Investor Deadline Looms for Hudson’s Bay as Billionaire Eyes Purchase

Mall entrance to the Hudson's Bay store at Metropolis at Metrotown in Burnaby, BC, on Saturday, April 5, 2025. Photo: Lee Rivett

The Hudson’s Bay Company is edging closer to a historic turning point, with a critical investor deadline looming and a surprise contender emerging from the West Coast. On Monday, insiders must declare whether they intend to make a bid for any part of the 354-year-old Canadian retailer’s remaining assets, including stores, leases, and intellectual property.

While many await clarity on what exactly is for sale, the process is revealing just how complex—and potentially transformative—this restructuring may be for Canada’s oldest company.

Two-Track Sale Process Underway

The restructuring of Hudson’s Bay is being handled under court supervision, with Alvarez & Marsal leading the restructuring efforts. Oberfeld Snowcap has been retained to oversee lease-related inquiries, while Reflect Advisors is acting as financial advisor for the company. The restructuring plan involves two key tracks: one for leasing assets and another for non-lease assets such as brand IP, the Gluckstein homewares label, the Zellers banner, and even the company’s art collection.

Insiders, including owner Richard Baker, have until Monday to formally express interest in acquiring assets. Any internal bid must be disclosed to Alvarez & Marsal and Reflect Advisors. If a bid involves leases, Oberfeld Snowcap must also be informed.

The process has been designed to ensure fairness, with court orders preventing advisors from disclosing sensitive financial data to insiders until they clarify their intentions. Those from outside the company—including investors, landlords, and other retailers—have more time to get involved, with final bids due by April 30 and lease-specific bids by May 1.

Richard Baker’s Next Move?

Richard Baker, owner and Governor of the Hudson’s Bay Company

The future of Hudson’s Bay may still include its current owner. Richard Baker, who acquired the company in 2008 for $1.1 billion, remains a powerful figure in North American retail. Over the years, Baker has taken the company public and then private again, while selling off prized real estate to generate liquidity. Many of those moves attracted criticism for gutting the brand of its assets without reversing its decline.

Last summer, Baker added another twist to his portfolio by acquiring Neiman Marcus and Bergdorf Goodman for US$2.65 billion. He merged them into Saks Global, which now includes Saks Fifth Avenue and Saks Off 5th. Some observers suspect that stripping Hudson’s Bay of valuable IP and leases was always part of a longer-term play to consolidate luxury under a single umbrella, leaving the struggling Bay chain to collapse under its own weight.

Should Baker decide to bid again, it would offer a lifeline—but potentially at a significant discount compared to the brand’s past valuation. Bidding through a creditor protection process allows insiders to acquire assets free of prior liabilities, making it a strategic option in situations like this.

Hudson’s Bay store at Metropolis at Metrotown in Burnaby, BC, on Saturday, April 5, 2025. Photo: Lee Rivett

The End of an Era?

It’s expected that Hudson’s Bay will shutter the vast majority of its stores by summer. As liquidation sales roll out, up to 74 Hudson’s Bay locations, three Saks Fifth Avenue stores, and 13 Saks Off 5th outlets are anticipated to close, resulting in thousands of job losses nationwide.

Although the company has not published a full list of saleable assets, the scope appears vast. Everything from the brand’s trademarked Stripes motif to valuable downtown flagship leases could be in play. Experts say the company’s real value may lie in its legacy intellectual property, storied customer loyalty, and still-recognizable banners.

A potential wind-down would mark a sobering chapter in Canadian retail history. Founded in 1670, Hudson’s Bay was once the backbone of Canadian commerce and exploration. Today, it faces insolvency with liabilities nearing $1 billion, including $860,000 owed to a surprising potential suitor—B.C.-based shopping centre owner Weihong Liu.

Weihong Liu Declares Her Bid

Weihong Liu, chair of Nanaimo-based Central Walk

Amid the uncertainty, an unexpected contender has stepped into the spotlight. As reported on the weekend by the Toronto Star, Billionaire businesswoman Weihong Liu, chair of Nanaimo-based Central Walk, has publicly declared her interest in acquiring Hudson’s Bay’s retail business. Her statement came through a series of videos posted to Chinese social media network RedNote.

Liu, who resides on Vancouver Island and also owns a mansion in Vancouver’s University Endowment Lands, says she intends to bid on “dozens” of Hudson’s Bay stores. In one video, filmed during a tour of a Bay flagship store, Liu said she feels the sadness Canadians are experiencing as the retailer falters and sees the opportunity as one that comes along “once every 300 years.”

She said in social media that she plans to hold a press conference on April 18 to formally outline her proposal.

Central Walk’s Canadian Footprint

Liu’s company, Central Walk, owns a trio of significant shopping centres in British Columbia: Mayfair Shopping Centre in Victoria, Woodgrove Centre in Nanaimo, and the expansive Tsawwassen Mills south of Vancouver. Her property empire also includes Arbutus Ridge Golf Club in Cobble Hill, all acquired in part using proceeds from the 2019 sale of her former Chinese mall—Central Walk Shenzhen—for the equivalent of C$1.25 billion.

In Canadian retail circles, Liu is known more for her low-profile approach than for public engagement. However, she has recently begun sharing more of her life online, using Mandarin-language video platforms to connect with Chinese-Canadian audiences and promote her shopping malls.

What’s Next for Hudson’s Bay?

Insiders have until end of day Monday to declare interest in the Hudson’s Bay assets. While insiders must act now, outsiders—including Liu—have until the end of April to submit binding bids. These bids must be accompanied by a 10% refundable deposit.

Alvarez & Marsal, Oberfeld Snowcap, and Reflect Advisors will evaluate all proposals, possibly auctioning assets where there are multiple interested parties. Any resulting deals must receive court approval by May 30, while leases not picked up will be disclaimed by July 15.

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Canadians Will Pay More for Local Food Amid U.S. Tariff Risk

Shop Canadian/Made in Canada/shop local at a grocery store. Photo: Dustin Fuhs

As geopolitical friction between Canada and the United States intensifies, particularly on the trade front, the real battleground may not be in boardrooms or policy circles—but in grocery aisles across the country. Our team at the Agri-Food Analytics Lab at Dalhousie University, in partnership with Caddle, surveyed nearly 10,000 Canadians at the end of March 2025 to assess how consumer sentiment might shift in the face of U.S. tariff actions.

The results are telling—and deeply instructive for food policy analysts, supply chain strategists, and retailers alike.

Majority Willing to Pay More for Canadian Food

Asked whether they’d be willing to pay a premium (5–10%) for Canadian-grown produce, dairy, or meat over cheaper U.S. imports, 60.8% of Canadians said yes, either always or for specific products. This willingness was most pronounced among Baby Boomers, 36.2% of whom said they would always opt to “buy Canadian,” compared with just 25.5% among Gen Z. What this shows is more than patriotic sentiment. It’s a consumer base increasingly aware of the origins of their food and prepared, in many cases, to absorb modest cost differentials to support Canadian producers—especially when they feel national interests are at stake. But the conditional nature of this support (“only for specific products”) underscores the reality: price elasticity still matters. Sentiment alone does not override household budgeting concerns, particularly among younger or more economically constrained demographics.

In the event of U.S. food import restrictions—a not-so-unthinkable scenario given recent policy signals—Canadians are nearly evenly split between turning to alternative international sources (39.6%) and absorbing the cost of Canadian-made substitutes (37.6%). Again, older Canadians lean toward global diversification, while Gen Z skews slightly toward local sourcing, despite their price sensitivity. This finding complicates the common narrative that younger consumers are always more global in orientation. It also highlights a key takeaway for policy-makers and retailers alike: Canadians value access and will adjust if given clear alternatives—but they also expect stability. Disruptions in American supply may not result in a linear shift to Canadian producers; sourcing strategies must remain agile and responsive to evolving market sentiment.

Despite all the goodwill toward Canadian agriculture, only 20.7% of respondents completely trust Canadian grocers and producers to maintain stable prices during trade instability. Another 30.6% somewhat trust them—but 48.7% are either neutral or express active distrust. This trust deficit matters. It speaks to a broader anxiety around pricing mechanisms and the transparency of cost transmission along the food value chain. Even as most consumers are willing to pay more when necessary, they’re not convinced that price increases are always justified—or fairly communicated. Retailers and industry groups should see this as a call to action. Improved transparency on cost structures, tariff impacts, and sourcing could bridge this trust gap. Communication, not just inventory, is part of food security.

Domestic Food Seen as Higher Quality Than U.S. Imports

When it comes to perceptions of food quality and safety, nearly 48% of Canadians believe that domestic products are superior to U.S. offerings. Only 1.5% view American food as better, and roughly 28% consider the two comparable. This represents an underleveraged advantage for Canada’s agri-food sector. “Brand Canada” still holds currency when it comes to food safety and quality—a crucial factor in premium positioning, both domestically and internationally. But with nearly one in three Canadians seeing parity between Canadian and U.S. products, especially among Gen X and Millennials, this perception is not ironclad. Investment in certification, labeling, and public communication could help entrench the comparative advantage.

Loblaw’s recent announcement to label tariff-affected products with a “T” is widely supported—60.6% of Canadians called it a “great idea,” with particularly strong support among women and Ontarians. While some see it as political or irrelevant to their purchasing habits, the initiative underscores something fundamental: consumers want clarity. From a food economics perspective, this is a crucial insight. Consumers are not passive. They seek to understand how macroeconomic forces—like trade policy—affect microeconomic realities, like grocery bills. Retailers who are transparent and proactive in this space can build long-term trust, even during periods of volatility.

Three Strategies for Retailers and Policymakers

For supply chain managers, policymakers, and retail leaders, these findings should catalyze three key strategies: support domestic supply resilience, enhance cost transparency, and leverage Canada’s reputation for food quality. If the public is willing to pay more for Canadian food, ensure that Canadian producers are positioned to scale efficiently when import disruptions occur. Whether through labeling, public communication, or digital tools, clearer messaging about what drives food prices—especially during trade tensions—will build trust and reduce skepticism. And finally, strengthen the domestic brand not just with messaging, but with tangible investment in traceability, food safety standards, and global outreach.

In times of global uncertainty, Canadians still look inward for food security. The willingness to pay more for local goods, the openness to sourcing diversification, and the desire for pricing clarity all signal a mature, engaged consumer base. But goodwill is not infinite. Trust and transparency will be the critical currencies in weathering trade disruptions—and ultimately in safeguarding the integrity of our food system.

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Canadian trade balance goes from surplus to deficit: Statistics Canada

Photo by James Wheeler
Photo by James Wheeler

In February, Canada’s merchandise exports decreased 5.5%, while imports were up 0.8%. As a result, Canada’s merchandise trade balance with the world went from a surplus of $3.1 billion in January to a deficit of $1.5 billion in February, according to a recent Statistics Canada report.

Due to the implementation of the Canada Border Services Agency (CBSA) Assessment and Revenue Management (CARM) digital initiative and delays in the receipt of merchandise import data at Statistics Canada, estimates were added to the collected values in order to produce a more complete picture of Canada’s import activity from November 2024 to February 2025, it said.

After increasing 15.9% from September 2024 to January 2025, total exports decreased 5.5% in February. The strong volatility in recent months occurred amid threats by the United States to impose tariffs on Canadian goods. Overall, declines were observed in 10 of the 11 product sections. In real (or volume) terms, total exports declined 5.0% in February, following a real increase of 4.8% in January, said the report.

“Exports of energy products (-6.3%) posted the largest decline in February, the first decrease since September 2024. Several product subcategories contributed to the decline in February 2025. Exports of crude oil (-4.2%) fell on lower prices; refined petroleum product exports (-15.3%) were down due to lower shipments of diesel, mainly to the United States and Panama; coal exports (-26.9%) decreased primarily on lower shipments to Asian countries; and exports of natural gas (-8.9%) fell mostly on lower prices. Excluding energy products, total exports were down 5.3% in February,” said StatsCan.

“After reaching their highest level since 2000 in January, exports of motor vehicles and parts (-8.8%) decreased in February, mainly because of lower exports of passenger cars and light trucks (-15.3%). This decline came after these exports—in the context of tariff threats—reached a peak in January 2025. The Canadian auto manufacturing industry is deeply integrated with the US industry, as 93.4% of exports of passenger cars and light trucks were destined to the United States in 2024 on a customs basis.

After increasing 2.4% in January, total imports rose 0.8% in February, a fifth consecutive monthly gain. The largest contributors to the increase in February were imports of motor vehicles and parts (+5.8%), industrial machinery, equipment and parts (+3.1%), energy products (+5.2%) and metal and non-metallic mineral products (+3.5%). In real (or volume) terms, total imports (+0.0%) were essentially unchanged in February, said the report.

“After rising for three consecutive months and reaching a record high in January, exports to the United States were down 3.6% in February, representing a decrease of $2.1 billion. Meanwhile, imports rose 2.5% in February. As a result, Canada’s merchandise trade surplus with the United States went from a record of $13.7 billion in January to $10.6 billion in February,” explained StatsCan.

“Exports to countries other than the United States fell 12.4% in February, representing a decline of $2.0 billion. Lower exports to the United Kingdom (unwrought gold) and Germany (various products) were partially offset by higher exports to South Korea (various products). Imports from countries other than the United States were down 2.0% in February. Canada’s trade deficit with countries other than the United States widened from $10.6 billion in January to a record $12.1 billion in February.”

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Bayview Village Expands Innovative Restaurant Lane with Arrival of Flagship Ju-Raku Location

Bayview Village in Toronto. Image supplied

Bayview Village Shopping Centre in Toronto is set to welcome a new culinary arrival with the opening of Ju-Raku, a proudly Canadian-owned, elevated Japanese dining concept. The 4,500 square foot restaurant will officially open its doors on Sunday, April 6, 2025, marking the brand’s first location in Canada. Its debut adds to Bayview Village’s growing list of refined eateries and supports the shopping centre’s strategy of positioning itself as an innovator in upscale retail and gourmet dining experiences.

Ju-Raku promises an immersive experience in high-end Japanese cuisine, bringing a rare combination of omakase sushi and teppanyaki under one roof. The restaurant’s design and menu pay homage to Japan’s culinary traditions while presenting them through a modern lens suited for Toronto’s discerning diners.

“Our guests can expect an unforgettable culinary journey at Ju-Raku,” said HF Tang, Director of Palate Portfolio, which includes Ju-Raku. “Our menu includes the highest grade Japanese beef and freshest seafood sourced directly from Japan and around the world. The experience is elevated not only by the exceptional quality of ingredients, but also by the skills of our highly experienced chefs, many of whom have honed their craft at some of the most recognized Japanese restaurants.”

The restaurant will feature a 20-seat teppanyaki bar, described as  “interactive and intimate” culinary theatre. It will also offer a chef-curated omakase sushi bar, where diners can enjoy seasonal dishes crafted with precision.

Ju-Raku at Bayview Village in Toronto. Image supplied

Elegant Interiors and Private Dining

Designed to reflect both traditional Japanese aesthetics and the clean lines of Scandinavian modernism, the interior of Ju-Raku was intentionally created to feel serene and sophisticated.

“Our 4,500 square-foot flagship seamlessly blends Japanese aesthetics with Scandinavian modern influences,” said a Ju-Raku spokesperson. “We designed the space with intention, including Toronto’s newest 20-seat teppanyaki bar, a beautifully crafted sushi bar, and private VIP rooms designed for intimate gatherings.”

Private dining rooms within Ju-Raku seat up to 10 guests and are tailored for special occasions or small celebrations. The design avoids conventional wood-heavy accents in favour of a brighter, more contemporary feel that reflects the restaurant’s modern interpretation of Japanese fine dining.

Ju-Raku at Bayview Village in Toronto. Image supplied

A Strategic Fit Within Bayview Village’s Transformation

Known for its elevated offering across fashion, beauty, dining, and lifestyle, Bayview Village continues to transform itself into a premier retail and culinary destination. Located in North York, the centre features upscale tenants and caters to nearby neighbourhoods, including Willowdale, York Mills, and the Bridle Path.

Carrie DeVries, Vice President of Leasing at QuadReal Property Group, expressed excitement for the opening of Ju-Raku. “We are proud to welcome the first Ju-Raku location to Bayview Village, further elevating our collection of distinctive gourmet dining destinations,” she said. “At Ju-Raku, guests will experience a new level of culinary artistry… set within a refined and welcoming ambiance.”

Ju-Raku at Bayview Village in Toronto. Image supplied

Curated Restaurant Lane: A Showcase of Dining Excellence

Bayview Village continues to redefine what a shopping centre dining experience can be through its curated Restaurant Lane, a thoughtfully designed corridor featuring a lineup of unique, upscale eateries. Unlike traditional shopping centre food courts—or “food halls”—Restaurant Lane offers a deliberate and elevated alternative.

Ju-Raku joins a collection of notable dining experiences that illustrate the centre’s intentional curation, including Pür & Simple, a stylish breakfast and brunch concept; Il Fornello, an inviting Italian restaurant that balances casual and upscale elements; and Tabulè, known for its refined take on Middle Eastern fare among others. These restaurants reflect the broader transformation of Bayview Village into a hub of culinary excellence, attracting food-savvy visitors from across the city.

“This highly anticipated addition to our Restaurant Lane speaks to the calibre of exceptional experiences and Canadian-owned brands we strive to bring to the shopping centre,” added DeVries. “Ju-Raku will be a landmark destination at Bayview Village as part of its transformation into a vibrant community hub, synonymous with luxury living.”

Updated renovatons to Bayview Village in Toronto. Image supplied

Bayview Village: A Storied History with a Vision for the Future

Established in 1963 as an open-air shopping centre, Bayview Village has grown into one of Canada’s most prestigious shopping destinations. Over the years, it has evolved with its clientele, maintaining an upscale profile that sets it apart from many shopping centres in the city.

Anchored by Hammam Spa By Céla, LCBO, Shoppers Drug Mart, Goh Ballet Bayview and the GAP (re-opening mid-April), the centre is also home to a variety of upscale retailers, offering a unique blend of everyday necessities and elevated indulgences. It is easily accessible via the Sheppard subway line at Bayview Station and features ample parking.

Through the reimagination of the Bayview Village master plan, QuadReal is transforming the Toronto shopping destination into a visionary, design-forward, master-planned community. With construction already underway for the project’s first phase, the exciting redevelopment will be anchored by a resort-inspired outdoor promenade and include immersive shopping and dining experiences, a public park and condominium apartment residences. 

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Significant shift in Canadian consumer shopping habits due to US trade threats 

Photo by Borko Manigoda
Photo by Borko Manigoda

Food Processing Skills Canada (FPSC) has released its consumer research report, Impact of US Tariffs on Canadian Food Consumer Behaviour, indicating Canadian consumers are changing their shopping habits.

“There is an opportunity here for Canadian food and beverage businesses to reach consumers looking for local and Canadian products and for policymakers to use the tools at their disposal to get more Canadian products in front of consumers,” said Jennefer Griffith, Executive Director, Food Processing Skills Canada.

Jennefer Griffith
Jennefer Griffith

Research confirmed that the political environment has had a direct impact on Canadian consumer shopping habits. 98% of survey respondents have heard about tariffs or trade restrictions between Canada and the USA and 85% are concerned, said the organization.

“This concern has caused a drastic shift in behaviour with 43% of consumers making significant changes to their grocery shopping habits in the last two months. The primary motivation for these changes is a desire to buy Canadian products (81%) and avoid U.S. products (76%). Seniors prioritize buying Canadian, while immigrants and those under 35 place less emphasis on it. Buying products from one’s own province is more important to Quebecers (82%) and less so to Albertans (48%),” it said.

67% of consumers report buying more Canadian products in the past two months, including 26% who indicate buying “much more.” Consumers are most likely to report buying more Canadian produce, followed by bakery and grains, canned goods, meat/poultry/seafood, and dairy products. Alcoholic beverages are at the bottom of the list. Half of consumers report shopping at Canadian grocery retailers more often, said the report.

“The top motivations for buying more Canadian products are the belief that it’s good for the economy (86%), “anger/frustration” with the U.S. (75%), a desire to help Canadian food and beverage processors (72%), and Canadian pride (71%). Very few are motivated by a belief that Canadian products cost less. 52% of consumers who increased their purchases of Canadian products report an increase in their grocery bills, but only 5% consider the increase to be “much more expensive,” it explained.

Photo by Andrea Piacquadio
Photo by Andrea Piacquadio

“However, identifying Canadian products remains a significant challenge. Only 40% of consumers find it easy to determine how “Canadian” a product is. The most common method for identifying Canadian products is reading product labels (76%), followed by looking for Canadian symbols (e.g., flag) on packaging. Only 11% use mobile apps or online tools and only 47% of respondents correctly identified “Product of Canada” as the “most Canadian” product, highlighting a lack of understanding of labeling.

“The research shows that 48% of those who haven’t increased their purchases of Canadian products want to start doing so, but difficulty identifying Canadian products is a major barrier for this group. 70% of all consumers say they would buy a lot more Canadian products if it was easier to determine how Canadian it is.”

The report is part of a series of consumer surveys gathering insights into Canadians’ grocery shopping habits, perceptions of available products, and response to increasing food prices and inflation. This final report in the series also assessed awareness and concern regarding US tariffs and trade rhetoric.

To learn more about additional consumer insights and industry recommendations download the report here.

Food Processing Skills Canada is the food and beverage manufacturing industry’s skills training and workforce development organization. As a non-profit located in Ottawa with representatives across Canada, the organization supports food and beverage manufacturing businesses in developing skilled and professional employees and workplace environments.

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Employment falls in wholesale and retail trade: Statistics Canada

Photo by Pavel Danilyuk
Photo by Pavel Danilyuk

Employment fell by 29,000 (-1.0%) in wholesale and retail trade in March, partly offsetting an increase of 51,000 in February. On a year-over-year basis, the number of people working in wholesale and retail trade was little changed in March, reported Statistics Canada on Friday.

The federal agency said overall employment in the country fell by 33,000 (-0.2%) in March and the employment rate declined 0.2 percentage points to 60.9%. The unemployment rate rose 0.1 percentage points to 6.7%.

Employment decreased by 33,000 (-0.2%) in March, the first decrease since January 2022. The decline in March followed little change in February and three consecutive months of growth in November, December and January totalling 211,000 (+1.0%).

“The employment decline in March was driven by a drop in full-time work (-62,000; -0.4%). Full-time employment had followed a strong upward trend in the second half of 2024 and had held steady in January and February 2025,” said Statistics Canada.

“The employment rate—the proportion of the population aged 15 and older who are employed—fell 0.2 percentage points to 60.9% in March. This partially offset an increase of 0.3 percentage points that had been observed from October 2024 to January 2025.”

Private sector employment fell by 48,000 (-0.3%) in March, following little change in February and a cumulative increase of 97,000 (+0.7%) from November 2024 to January 2025. On a year-over-year basis, the number of employees in the private sector was up by 175,000 (+1.3%), said the report.

Public sector employment was little changed for a third consecutive month in March and was up 92,000 (+2.1%) compared with a year earlier. Self-employment was also little changed in March and was up 81,000 (+3.0%) on a year-over-year basis, added the report.

StatsCan said the unemployment rate rose 0.1 percentage points to 6.7% in March, the first increase since November 2024. The unemployment rate had trended up from 5.0% in March 2023 to a recent high of 6.9% in November 2024, before falling by 0.3 percentage points from November 2024 to January 2025, in the context of robust employment growth at the end of 2024 and in early 2025.

“Since March 2024, the unemployment rate has remained above its pre-COVID-19 pandemic average of 6.0% (from 2017 to 2019).”

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Downtown Vancouver Retail Faces Shifting Trends [Report]

Alberni Street at Burrard Street in Downtown Vancouver. Photo: Lee Rivett.

Downtown Vancouver’s retail sector is undergoing a significant transformation, shaped by shifting consumer behaviours, economic headwinds, and new investments. The recently released State of Downtown 2025 report by Downtown Van provides a comprehensive picture of the city core’s retail landscape and outlines both the opportunities and challenges ahead for the district that remains Canada’s most densely populated downtown.

From increasing storefront vacancies to standout performance in apparel spending, the report illustrates a dynamic market adapting to evolving conditions. The document underscores that while retail in downtown Vancouver has not fully recovered to pre-pandemic levels, it continues to show signs of resilience—particularly in select corridors and categories.

Retail Sales and Spending Patterns

Retail spending in the Downtown Van district declined in 2024, with average weekly sales volume falling by 1.9% year-over-year. Over half of the weeks in 2024 registered negative annual growth. Yet, despite the broader softness, apparel emerged as a bright spot.

Apparel retail sales grew by an average of 7.3% year-over-year, outperforming general retail. Black Friday 2024 was a particularly strong period for the category, with an 85% spike in sales compared to the previous year. This signals strong consumer interest in fashion, even as broader discretionary spending remains cautious.

While the total number of retail transactions increased by 1.2%, the average transaction size declined, pointing to a more value-conscious shopper. After adjusting for inflation, average retail transaction size in downtown Vancouver fell by 10.9% between 2023 and 2024. However, apparel again bucked the trend, with transaction count rising by 3.0% and transaction size increasing by 2.3%.

Photo: Tourism Vancouver

Retail Foot Traffic by Corridor

Visitor data shows that foot traffic trends were uneven across downtown’s major retail corridors. In 2024, overall visitation to the Downtown Van district declined by 7.8%—the first drop since the onset of the COVID-19 pandemic. This decrease was most pronounced among Vancouver residents, whose visits to the downtown core fell by 12%, the sharpest drop among regional municipalities.

That said, some corridors did show growth. Granville Street experienced an 11.6% year-over-year increase in visits, while Robson Street rose modestly by 2.1%. Alberni Street, known for its luxury retail mix, saw a sharp 11.7% decline in traffic, attributed in part to the departure of key tenants like Brooks Brothers and Michaels. West Hastings Street similarly declined by 3.3%.

These divergent trends highlight the importance of location strategy for retailers. Corridors with a growing entertainment or nightlife presence, such as Granville, are seeing stronger footfall, particularly in the evenings. In fact, evening and late evening visits to downtown surged in 2024—rising by 19.6% and 37.1%, respectively—indicating a growing nighttime economy.

Luxury brands on Alberni Street in downtown Vancouver. Photo: Lee Rivett

Despite the pockets of success, the overall retail environment remains fragile. Downtown Vancouver’s storefront vacancy rate rose from 13.7% to 14.9% in 2024. This marked a 9% year-over-year increase and reversed gains made in 2023. The downtown vacancy rate also remains well above the citywide average of 9.9%.

Granville Street was particularly hard hit. The retail vacancy rate on the once-bustling strip jumped from 22.1% to 29.3%, with over one in four storefronts sitting empty. Notable closures included Cinema Public House and 8th & Main. Vacancies have clustered on the 800, 900, and 1000 blocks—areas targeted by the City of Vancouver’s ongoing Granville Street planning process, which aims to revive daytime activity in the entertainment district.

Yet there are signs of recovery on Granville. The Rec Room opened in late 2024, Winners moved into a new space north of Hudson’s bay, and five food and beverage tenants have been secured in the newly redeveloped 900-block project by Bonnis Properties. These openings were not yet reflected in the year-end storefront count, suggesting early momentum for 2025.

Hudson’s Bay Uncertainty Looms Large

A major headline affecting downtown retail in 2025 is the uncertain future of the Hudson’s Bay Company’s flagship location at Granville and Georgia. HBC filed for creditor protection in March 2025, a development that could reshape the city’s retail core. RioCan, part-owner of the flagship property, has indicated that redevelopment or re-tenanting could be options should the space become vacant.

While the outcome remains to be seen, other retailers are actively expanding downtown. Adidas opened a new Brand Centre at Robson and Burrard, and Marshalls is expected to open on Granville in 2025. Roots is also relocating its store to Robson and Hornby (construction finishes in the summer), signalling continued confidence in the downtown market from prominent national retailers.

Downtown Vancouver Hudson’s Bay flagship store (Image: Streetworks Developments)

Economic Pressures on Retailers

According to a LOCO BC study commissioned by Downtown Van and the Vancouver BIA Partnership, local businesses are under significant cost pressure. Between 2019 and 2024, the average cost of doing business in Vancouver rose by 25%, driven by surging expenses in payroll, leases, insurance, and property taxes.

  • Lease costs increased by 70%
  • Property tax burdens surged by 133%
  • Employment-related costs rose by 40%, while employment grew just 14%
  • Insurance premiums nearly doubled due to inflation and rising claims

These cost pressures are compounded by economic uncertainty and the escalation of a trade dispute with the United States. New U.S. tariffs on Canadian goods, and Canada’s retaliatory tariffs, are expected to squeeze retail margins further by increasing wholesale costs and complicating supply chains.

Consumer Shifts and Price Sensitivity

Retailers are also contending with shifting consumer behaviour. According to the report, 83% of Canadians have changed their financial plans and 66% are reducing expenses. In downtown Vancouver, this trend has translated into smaller purchases per visit.

While transaction volume was up, average transaction size across the retail sector declined. This shift is evident not only in general retail but also in dining, with restaurant spending dropping even as visitation increased. Moneris data showed a 6.5% average year-over-year decrease in weekly restaurant sales in 2024.

Still, retail experiences that combine value and quality continue to appeal to consumers. Apparel retailers in particular have shown resilience, perhaps benefiting from pent-up demand and ongoing interest in fashion and brand experiences.

New Adidas flagship on Robson Street at Burrard in downtown Vancouver. Photo: Lee Rivett

The Role of Tourism and Events

Tourism remains a key driver of retail activity downtown. In 2024, 1.32 million cruise passengers docked at Canada Place—a 7% increase year-over-year—and downtown hotel occupancy rose to 80.4%. The average hotel room rate climbed to $335 per night, with demand peaking in December thanks to Taylor Swift’s The Eras Tour, which injected an estimated $157 million into the local economy.

Downtown is also seeing a growing share of out-of-province visitors. In 2024, visits from other Canadian provinces rose by over 50%, and Calgary accounted for 1.2% of all downtown visits—higher than many nearby municipalities.

Major upcoming events such as the 2025 JUNO Awards, Web Summit, and the 2026 FIFA World Cup are expected to boost tourism further and create legacy benefits for retail, public space, and urban activation.

The Nighttime Economy

One of the report’s emerging themes is the growing role of downtown Vancouver’s nighttime economy. Evening and late-night visits grew significantly in 2024, and there is potential to transform the downtown core into a vibrant 24-hour district.

The Granville Plan, currently in development, aims to reimagine the street as a revitalized entertainment destination that serves residents and visitors alike. This includes upgrading public space, streamlining event permitting, and encouraging food, beverage, and cultural uses that extend beyond traditional business hours.

Downtown Vancouver on Granville Street. Photo: Lee Rivett.

Real Estate and Office Market Outlook

Retail’s performance is also shaped by adjacent sectors such as office leasing and residential development. Office vacancy in downtown Vancouver stood at 12.0% at the end of 2024—still the lowest of any major North American downtown—following a wave of new office completions.

While some major tenants like Microsoft and WeWork returned space to the market, demand for AAA office space remains strong. Leasing activity was driven by sectors including tech, financial services, and law, suggesting continued strength in the employment base that supports retail.

Residential density also remains a key asset. Downtown Vancouver is home to nearly 141,000 residents, making it the most densely populated downtown in Canada. This local population continues to support restaurants and retail, even as tourist numbers fluctuate.

Outlook for 2025 and Beyond

Looking ahead, the downtown Vancouver retail market is poised at a crossroads. While economic challenges persist, the city core’s density, transit connectivity, and role as a cultural and commercial hub provide a strong foundation.

Targeted investment—in both public infrastructure and retail revitalization—will be essential to maintaining momentum. The shift toward a more experiential, evening-oriented retail environment offers opportunities for operators that can adapt to changing consumer patterns.

With a mix of new developments, an influx of major events, and growing interest from out-of-town visitors, downtown Vancouver remains a critical piece of the region’s retail ecosystem.

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Canada faces potential wave of small business closures: MNP

Photo by The Coach Space
Photo by The Coach Space

Amid economic uncertainty and tariff wars, Canada faces a wave of small business closures, partly driven by the “Silver Tsunami” of retiring Baby Boomer entrepreneurs, says MNP. 

With small businesses making up 98.1% of all employer businesses, employing 46.5% of the private sector workforce, and with many owners nearing the age of retirement, succession planning is critical to the transition, says the company.

It says a new report from Statistics Canada reveals that the average age of owners was 53.5 in 2020, with many now approaching or already at retirement age. Overall, the report found that dynamism is on the decline in Canada, with the entry rates for incorporated business ownership decreasing and the gap between the entry and exit rates narrowing, indicating fewer new entrepreneurs entering the market to replace those who exit—creating a growing gap in local ownership, adds MNP.

Kerry Smith
Kerry Smith

“Succession planning is not just about transition; it’s an opportunity to ensure independent businesses remain community-owned, strengthen local economies, safeguard jobs, and drive long-term prosperity. Whether through family succession, employee ownership, or third-party sales, a well-crafted succession strategy secures both economic resilience and Canadian sovereignty,” explains Kerry Smith, National Leader, Family Office Services at MNP LLP.

The potential impact of retiring owners and resulting exits is particularly pronounced in rural and small-town Canada, where 98.6% of businesses are locally owned. The majority of these businesses are in construction (14.7%) and agriculture, forestry, fishing, and hunting (14.4%), followed by retail trade (10.6%). A lack of succession planning is underscored by the fact that nearly two-fifths (40.5%) of small rural businesses are expecting labor-related challenges in the coming year. These include difficulties with recruitment (29.8%) and concerns about employee retention (17.0%), says MNP.

“Retiring boomers are at the heart of the talent shortage—especially in leadership roles—the question isn’t just about hiring, but about who will step up to keep these businesses running. Succession planning is key to ensuring a smooth transition, helping owners secure their legacy while protecting the businesses and communities that rely on them,” says Smith.

According to MNP’s Succession Readiness Report, nearly two-thirds (64.1%) of Canadian businesses have no succession plan. Fewer than one in 10 (8.5%) have established clear, actionable goals for the inevitable changeover, which threatens to leave a significant gap in Canada’s business ecosystem.

“Rallying behind local businesses goes beyond shopping locally—it’s about protecting jobs, keeping money within communities, and strengthening domestic industries. It also means ensuring Canadian businesses remain Canadian-owned. As Canada’s self-sufficiency faces pressure from global trade dynamics, maintaining community ownership of key industries is vital,” he explains.

Smith points to underutilized programs like employee share ownership plans (ESOPs)and employee profit sharing plans (EPSPs) as one way for small businesses to keep talent and motivate the next generation of owners. ESOPs provide a structured way for business owners to pass their business on to their workforce and allow employees to build wealth through the company. EPSPs, meanwhile, offer a strategy for enhancing employee engagement and retention by sharing company profits, giving employees a direct stake in the company’s financial success and fostering a sense of shared ownership and commitment to growth.

Photo by RDNE Stock project
Photo by RDNE Stock project

“ESOPs and EPSPs can provide structured pathways for ownership transition while keeping businesses rooted in their communities,” says Smith. “For Baby Boomer business owners facing retirement, these tools offer a means to ensure their companies continue thriving, while also allowing employees to build wealth and invest in the business’s success.”

“Employee ownership is a crucial tool not just for succession planning, but for ensuring that Canadian businesses remain Canadian-owned. Countries like the U.S. and the U.K. have long embraced ESOPs as a way to secure local economic stability, and Canada can be doing the same. ESOPs and EPSPs offer a powerful way to transition businesses while preserving Canadian jobs and keeping wealth within our communities.”

The MNP survey found that less than half (48%) of business owners are confident their business’s net value will align with their retirement goals, and many have not sought professional advice to confirm this. Smith stresses that working with advisors can be the difference between a smooth transition and financial uncertainty.

“The silver lining of the tariff war is that it encourages Canadian businesses to think ahead—identifying growth opportunities locally and exploring new markets beyond North America. Working with a qualified advisory team can help uncover opportunities that may have been overlooked,” he says. “Whether an owner plans to transfer leadership, sell to a third party, or pass the business to a family member, early strategic succession planning is crucial.”

Recent data from Statistics Canada shows that business closures remain steady, with a monthly average of 44,350 in 2024—a 2.7% increase from 2023. The closure rate in 2024 stands at 4.7%, up slightly from 4.6% in 2023. Although this trend is expected to accelerate as the aging population retires, adds MNP.

“For many aging Canadian business owners, their company is not only the cornerstone of their financial future but also a critical source of employment and stability for both their employees and the community,” says Smith.

Longo’s opens 42nd store in Vaughan, expands with plans for Etobicoke and Niagara locations (Photos)

Source: Longo's
Source: Longo's

Ontario-based grocery chain Longo’s has opened its 42nd store at 6530 Major MacKenzie Drive W in Kleinburg  —marking its 7th store in its home base of Vaughan.

Anthony Longo, the brand’s CEO, said the company is well known in the Vaughan area, so people recognize the brand. 

Anthony Longo
Anthony Longo

“The location itself is on the northwest side of Vaughan, and it’s an area that’s growing rapidly. We think it’s going to be a great site long term. They’re continuing to build houses, and it fits our demographics—all the things we look for. I think it’s going to be a great site with some really good tenants in the plaza as well,” he said.

A few weeks ago, the company also opened another location in Vaughan, at Weston Road and Highway 7, part of the Colossus Centre.

Longo said the company also plans to open a store this year in Etobicoke on Queensway near Kipling. 

“We’re really excited about that because it’s our first store in Etobicoke. We’ve been looking for a site in that area for years, and this is going to be a great opportunity for us to serve that community,” he said.

Source: Longo's
Source: Longo’s

“In 2026, we plan to open another store, probably in the spring, Welland, in the Niagara region. It will be our first store in that area, so we’re really excited about it. It’s a growing market with really good demographics, and we’ve never had a store there before, so it’s a new area for us.”

All 42 stores are located primarily in the Greater Toronto Area and beyond. 

Longo said the company has not contemplated going beyond that geographic area – at least at this stage.

“I think there’s still lots of opportunity within the Southern Ontario region. For example, in Barrie, we have a site that’s been approved, but it’s a few years away because they need to get municipal servicing there. There are really fast-growing areas that we’re not yet represented in, so I believe we still have an opportunity to add quite a few more stores in this marketplace over the next few years.”

The company’s most recent stores are between 38,000 and 40,000 square feet. However, the Colossus store, which just opened, is 28,000 square feet. 

Source: Longo's
Source: Longo’s

“There are three things we excel at and that we consider key differentiators. One is our customer service. We focus on creating an exceptional connection with our customers, and we call that our culture—treating customers like family. It’s about making people feel like they belong and giving them a great shopping experience,” explained Longo.

“The second thing is being fanatically fresh. We believe we have the best fresh departments in this market, from produce to prepared foods, meat, seafood, bakery, and deli. We do that exceptionally well. 

“The third thing is our Longo’s owned and unique brands. We focus on a whole assortment of products, including some exclusive items, that you can’t find anywhere else. I believe we do all three of these really well—although I might be a little biased.”

The brand has stayed close to its Italian roots in a number of ways but primarily through its assortment and through its private label line called “Curato,” which means “curated” in Italian. 

“It’s a line of 100% Italian imported products, everything from candies and oils to vinegars, cheeses, and other items. They’re really popular with our customers,” added Longo.

Source: Longo's
Source: Longo’s

“We do talk to companies about selling them outside our stores, but we’re still working through that process . . . We launched the Curato brand about seven or eight years ago. Although we’ve always imported products, we really focused on developing the brand around that time.”

As for the new store, Longo said the same formula has been kept across the board, but there are some changes. 

“We’ve sharpened the grocery assortment, and we’ve revamped our meat department. We took a concept from our Kitchener store, where we eliminated the wall between the service case and where our butchers work. Now, customers can interact with the butchers in an open setting, creating more of a market feel. Additionally, we combined our cheese and meat departments. Instead of having separate islands, we put them together for better customer service,” he said.

“We’ve also done some rebranding with our prepared foods section. It’s now called “Pronto Eats,” and it’s focused on helping families get great meals on the table in a simple way. We’re continuing to expand in that area and see a lot of opportunity for growth in the food service sector.”

Deb Craven
Deb Craven


“Each new location we open is a testament to the family values and standards that have defined us for almost 70 years,” said Deb Craven, President, Longo’s. “At Longo’s Kleinburg, we are excited to deepen our connection with the community, bringing the freshest, highest-quality products—many of which are carefully sourced from right here at home—while continuing to deliver the exceptional service and value our Guests have come to know and trust.”


The Kleinburg community has long anticipated the new location, which opens just five weeks after Longo’s Colossus.
Longo’s Kleinburg, situated at 6530 Major Mackenzie Drive W., offers fresh produce, artisanal cheeses, locally sourced meats and seafood, and a Market-style bakery. Customers can also enjoy a fresh Deli & Meat Counter, oven-baked pizza, gourmet sandwiches, a hot buffet, a salad bar, ready-to-go meals, and made-to-order sushi. The store also features an in-store Starbucks, local beer and wine selections,
and The Loft Cooking School, offering various classes and community events for adults and children.

“Kleinburg is a special community, and we are beyond excited to become an active part of it,” said Matthew Maiss, Store Manager, Longo’s Kleinburg. “We look forward to providing high-quality products, exceptional service, and a welcoming space for our Guests.”

Source: Longo's
Source: Longo’s

Longo’s is a family-operated Canadian organization that started in 1956 when three brothers, Tommy (Anthony Longo’s father), Joe and Gus opened their first fruit market. What began as a small family-run store has since grown into a company that operates 42 stores in communities across Toronto and the GTA. Today, Longo’s said it maintains the same family-based values as it did almost 70 years ago, putting Family Standards at the heart of everything they do.

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Government’s decision to exempt food from new retaliatory tariffs will protect Canadian jobs, food affordability: Restaurants Canada

Photo by Gary Barnes
Photo by Gary Barnes

While Canada still faces significant challenges from U.S. tariffs, Restaurants Canada said it is pleased by the federal government’s decision to exempt food from any additional retaliatory tariffs.

This will help the foodservice industry regain some much-needed stability and protect the 1.2 million Canadians it employs amid the current economic uncertainty, it said.

“We appreciate the federal government’s and Prime Minister Carney’s willingness to listen to us on this issue,” said Kelly Higginson, Restaurants Canada President and CEO. “Our food supply chains are highly integrated, and many food items we import from the U.S. are not available from other sources in the quantities or timeframes required for our industry. As a result, the impact would have been felt entirely on our side of the border.”

In consultation with the government on Canada’s response to U.S. tariffs, Restaurants Canada said it shared a list of 39 priority items, including food, food-safe packaging and cleaning supplies, that are critical for the foodservice industry and can’t be easily procured domestically or from other markets.

In addition, Restaurants Canada said it has advocated for support measures that will mitigate impacts of a prolonged trade dispute with the U.S.:

  • Permanently exempting all food and alcohol from GST/HST
  • A wage subsidy program to keep employees connected to their workplaces and prevent job losses
  • Eliminating interprovincial trade barriers to strengthen the Canadian economy and reducing additional costs and regulations
  • Manufacturing credits to enable food and packaging manufacturers to expand production quickly
  • Loosening regulations around packaging requirements from out of country products that may be substitutes for American-made products

“There is still a lot of uncertainty for our industry and many others following yesterday’s announcement from the White House,” added Higginson. “So far, the government has shown its commitment to take a nuanced approach that minimizes the impact on Canadians, which is a good thing.”

Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a nearly $120 billion industry employing 1.2 million Canadians and is the number one source of first-time jobs in Canada.

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