Good Earth Coffeehouse Glenmore Landing (CNW Group/Good Earth Coffeehouse)
Good Earth Coffeehouse is reopening its Glenmore Landing location in Calgary following a renovation.
The newly renovated coffeehouse, at 1600 90th Ave. S.W., offers an updated interior that reflects Good Earth’s warm, down-to-earth atmosphere, said the company.
“A neighbourhood gathering place since 1994, the café is excited to welcome the community back into a refreshed space designed for connection and comfort,” it said.
“Our team has been looking forward to reopening and sharing this beautiful new space with our guests,” said Lesley Yu, owner and operator of Good Earth Coffeehouse Glenmore Landing. “We are proud of how the café looks and feels, and we can’t wait to serve our community again.”
Good Earth Coffeehouse Glenmore Landing (CNW Group/Good Earth Coffeehouse)
“Good Earth Coffeehouse is passionate about creating excellent experiences. The company offers a selection of Rainforest Alliance Certified coffees, roasted exclusively to their specifications. With an extensive menu crafted from fresh ingredients and prepared daily in their kitchens, breakfast, lunch, and evening treats are served with a welcoming attitude that has defined the brand since 1991,” said the company in a news release.
To celebrate the reopening, the Glenmore Landing location will host a Grand Opening event on Saturday, March 21. The celebration will include a ribbon cutting at 11:00 am, food and drink sampling, entertainment, and free brewed coffee all day. The event is open to the public.
Westmount Centre in Edmonton. Image via First Capital REIT
Edmonton’s first shopping centre is set for a major transformation as its owner unveils plans to reconfigure the aging property into a modern open-air retail complex.
First Capital REIT has announced a significant redevelopment of Westmount Shopping Centre in northwest Edmonton that will remove much of the mall’s enclosed interior and replace it with an outward-facing retail environment. The project will take place over approximately 18 to 24 months and is expected to begin construction shortly following a March 6, 2026 announcement.
The initiative represents the latest example of a broader trend across Canada where older enclosed shopping centres are being repositioned into open-air formats that better align with current retail and community needs.
Westmount Centre in Edmonton redevelopment renderings. Image via First Capital REIT
Transforming an Aging Mall into an Outdoor Retail Environment
At the centre of the Westmount Shopping Centre redevelopment is what First Capital describes as a “flip” of the mall’s layout. The redevelopment will effectively turn the existing inward-facing mall inside out, allowing most retailers to operate with exterior entrances rather than relying on interior corridors.
Large portions of the current enclosed middle of the complex will be demolished and rebuilt as open-air retail space. This includes the section containing the former second-floor movie theatre and surrounding interior areas, as well as much of the existing central block of the mall and the current food court.
In their place, the redevelopment will introduce an open breezeway with new shopfronts that face outward toward the surrounding streets and parking areas. The design will allow shoppers to access stores directly from the outside while maintaining a connected retail environment.
The project will also include new façades, refreshed landscaping, improved pedestrian routes and upgraded entrances that are intended to modernize the appearance of the property.
Parking, Access and Site Improvements Planned
Beyond the structural changes to the retail space, the redevelopment will also include substantial improvements to the broader site.
Plans call for the creation of a new parking area on the west side of the property along with a reconfiguration of existing parking on the east side. Additional pedestrian pathways and public realm upgrades will aim to improve the overall experience for visitors and better connect the site to surrounding community infrastructure.
These changes are designed to support a more convenient and accessible shopping environment while modernizing a property that has undergone numerous renovations over its seven decades of operation.
Westmount Centre in Edmonton redevelopment renderings. Image via First Capital REIT
Construction Timeline and Phasing
The redevelopment is expected to unfold over roughly 18 to 24 months.
Construction is slated to begin shortly after the March 2026 announcement, with building permits already in place. According to Alberta Major Projects, the City of Edmonton issued a building permit for the renovation work in December 2025, enabling the project to move forward.
Importantly, several key tenants are expected to remain open during the construction process. Anchors including Safeway, The Home Depot, Shoppers Drug Mart and Scotiabank are anticipated to continue operating while work progresses in phases across other portions of the property.
Some smaller retailers have already relocated within the centre as part of the preparation for construction. Dollarama, for example, moved to a former Rexall space north of 114 Avenue.
Returning to Westmount’s Original Open-Air Concept
The redevelopment is also framed as a return to the centre’s original design philosophy.
Westmount Shopping Centre first opened in 1955 as Westmount Shoppers’ Park, an outdoor retail complex that predated the enclosed mall format that later became common across North America.
By converting the mall back into a largely open-air environment, the project aims to reintroduce elements of that original concept while adapting it to contemporary retail patterns and transportation access.
The new configuration is expected to support a mix of convenience-focused tenants such as quick-service restaurants and everyday retail that serve nearby residents, students and visitors to the surrounding area.
Location Supports a Community-Focused Retail Hub
Westmount Shopping Centre sits at the intersection of Groat Road and 111 Avenue in the Woodcroft neighbourhood of northwest Edmonton. The approximately 500,000 square foot retail complex occupies a nearly 12-hectare site adjacent to several major community amenities.
These include the Westmount Transit Centre, Ross Sheppard High School, Coronation Park, the Coronation Recreation Centre and TELUS World of Science.
Local officials have highlighted the redevelopment’s potential to strengthen the area as a community node by better connecting retail with transit and surrounding civic infrastructure.
The surrounding neighbourhoods are among the most densely populated areas outside Edmonton’s downtown core, creating strong demand for convenience-oriented retail and services.
Part of a Broader Retail Redevelopment Trend
The Westmount Shopping Centre redevelopment reflects a broader shift in how aging enclosed malls are being repositioned across Canada.
Several Edmonton properties have undergone similar transformations over the years. The former Capilano Mall, for example, was converted into what is now SmartCentres Edmonton East, while Centennial Mall was redeveloped into an open-air retail format in the early 1990s.
Across North America, property owners have increasingly converted underperforming interior malls into outdoor retail environments or mixed-use developments that integrate residential, services and community amenities.
These formats often allow for easier customer access, lower operating costs and greater flexibility in tenant layouts compared with traditional enclosed malls.
Westmount Centre in Edmonton redevelopment North point renderings. Image via First Capital REIT
A Long History in Edmonton Retail
Westmount Shopping Centre has played a significant role in Edmonton’s retail history since its opening more than 70 years ago.
Originally developed by the Woodward’s department store company, the centre opened on August 18, 1955 with approximately 40 stores and about 3,000 parking stalls. At the time, it was widely considered Edmonton’s first modern shopping centre and one of the largest developments of its kind in Canada.
Woodward’s served as the primary anchor tenant alongside retailers such as Johnstone Walker and Kresge. The department store chain also played a major role in shaping the centre’s merchandising strategy, offering a wide range of goods from fashion and home products to groceries through its well-known food floor.
The original configuration allowed customers to enter the mall through the Woodward’s food floor before accessing the main department store.
Westmount Centre in Edmonton redevelopment South point renderings. Image via First Capital REIT
Expansion, Ownership Changes and Anchor Transitions
Over the decades, Westmount Shopping Centre underwent multiple expansions and ownership changes.
In 1966 the centre was enclosed and expanded, with the redesign led by architect Peter Hemingway. The renovation converted the outdoor shopping centre into a fully enclosed mall, reflecting the retail trends of the era.
The property entered a new phase in 1984 when Triple Five Corporation, the developer behind West Edmonton Mall, acquired the site from Woodward’s for approximately $12 million. Triple Five undertook a major renovation and expansion that added roughly 160,000 square feet of space along with a new food court, cinema and dozens of additional retailers.
The Woodward’s store closed in 1993 following the collapse of the chain, and the space was subsequently converted into a Zellers location.
Ownership changed again in the mid-1990s when Triple Five sold the mall to GE Capital Corp and partner Maurice Fagan.
Later Redevelopment and Anchor Changes
Another significant redevelopment took place around 1999 and 2000 when approximately $30 million was invested to introduce a regulation-size ice rink and a new 540-seat food court at the centre of the mall.
Safeway was also relocated as part of the renovation.
In 2007, First Capital Realty, now known as First Capital REIT, acquired Westmount Shopping Centre for approximately $70 million. The company subsequently redeveloped part of the site to accommodate The Home Depot’s first infill location in Edmonton, which opened in 2008.
The former Zellers space later became a Walmart store in 2012 after the discount chain exited Canada. However, Walmart closed the location in October 2022 after relocating to Kingsway Mall.
Vacancy Challenges and the Need for Repositioning
In recent years, the mall has faced rising vacancy levels and declining interior foot traffic.
Observers have increasingly described Westmount as a struggling enclosed mall, with quiet interior corridors and underused spaces, including the former cinema and rink area.
In spring 2024, several tenants reported receiving short-term notices to vacate as redevelopment planning accelerated. Some retailers cited long-standing infrastructure issues such as roof leaks and unused upper-level areas above their units.
Selective demolition work began in portions of the property in 2025 as contractors prepared the site for the next stage of redevelopment.
Strategic Fit for First Capital REIT
For First Capital REIT, the Westmount Shopping Centre redevelopment aligns with a broader strategy focused on repositioning urban retail properties into open-air centres anchored by everyday-needs retailers.
The REIT owns several nearby properties, including Westmount Village and the Brewery District, creating a cluster of retail holdings in the west-central Edmonton market.
The Westmount site’s size, location and proximity to transit make it well-suited to the type of community-focused retail environment that First Capital has been developing across its portfolio.
The One Of A Kind Spring Market Toronto will return to the Enercare Centre at Exhibition Place from April 9 to April 12, bringing together more than 500 Canadian artisans for what organizers say will be the largest spring edition of the event since the pandemic. The four day marketplace will showcase handmade goods across categories including home décor, fashion, art, beauty, food, and wellness.
Since launching in 1975, the One Of A Kind Show has become a prominent platform for Canadian artisans and independent makers. The event connects creators directly with consumers while highlighting the stories and craftsmanship behind handmade products.
New Sections Debut for the 2026 Show
The One Of A Kind Spring Market Toronto will introduce several new sections designed to reflect seasonal themes and evolving consumer interests.
A new Garden Section will highlight plant inspired goods, florals, and products designed to bring nature indoors. The event will also feature a Farmers Market Pop Up that expands the Flavours section with small batch food makers and artisanal treats.
Another addition is a Zero Proof Beverage Section that will spotlight craft non alcoholic drinks.
Organizers say the expanded Flavours area will further showcase Canadian food artisans whose products are designed for everyday meals, hosting, and seasonal gifting.
Photo: One of a Kind Show
Programs Support Emerging Makers
Several returning programs will highlight emerging artisans and community talent.
The Rising Stars section will feature makers with fewer than five years of professional experience, offering visitors an opportunity to discover new designers and handcrafted products early in their careers.
The Marketplace Powered by Interac will showcase artisans participating in their first Spring Market through a tabletop style marketplace format.
Meanwhile, the Small Biz section will again feature Grade 8 students from William’s Parkway Sr. Public School, giving young entrepreneurs an opportunity to showcase their ideas and products.
Event Focuses on Craft, Community, and Discovery
Janice Leung, Show Director, emphasized the show’s focus on connection between artisans and visitors.
“One Of A Kind has always been about more than transactions. It is about connection,” said Leung. “The Spring Market captures the optimism and energy of the season. With over 500 Canadian artisans coming together, this year’s show celebrates creativity in all its forms while giving visitors the opportunity to slow down, explore, and truly engage with the makers shaping Canada’s creative landscape.”
Janice Leung
The event encourages visitors to explore handcrafted products while meeting the people behind them, creating an experience that differs from traditional retail or online shopping.
Event Details
The One Of A Kind Spring Market Toronto will take place at the Enercare Centre, located at 100 Princes’ Boulevard at Exhibition Place.
The event runs from April 9 to April 12, with extended hours on opening day that include a late night shopping event.
Adult admission is $22 online or $24 at the box office. Seniors and students receive discounted pricing, while children aged 12 and under can attend free.
Organizers say the 2026 show reflects renewed momentum within Canada’s craft community while continuing the event’s longstanding role as a gathering place for makers and shoppers.
Foodtastic is accelerating national expansion of its Noodlebox restaurant brand, with dozens of locations in development and plans to enter the Montreal market as the company builds on the chain’s strong presence in Western Canada.
Scott McCannell, Senior VP of Franchising, said the Asian fusion concept has grown to 71 locations across the country, with 14 new restaurants opening in 2025 and another 25 currently in development.
The growth reflects the company’s strategy of building on the brand’s strong western base while gradually expanding into new markets in Central and Eastern Canada.
Scott McCannell
Western roots driving growth
Noodlebox originated in Vancouver and continues to perform strongly in Western Canada, according to McCannell. About half of the brand’s restaurants are located in British Columbia, with Alberta also representing a significant portion of the network.
“It does extremely well out west,” he said.
As the company expands further east, McCannell said maintaining consistent brand awareness and marketing support becomes a key operational focus.
“It’s making sure that we have that kind of marketing halo consistent across the board,” he said.
Expanding geographically also introduces logistical challenges tied to supply chains and regional marketing efforts.
“Going from Montreal to Calgary is a lot harder than going from Montreal to Toronto,” McCannell said, citing differences in supply chain and marketing logistics as the company develops brands beyond their home markets.
Outside Western Canada, Noodlebox currently has a smaller footprint in Saskatchewan, Ontario and Atlantic Canada.
Menu and operating model
The concept focuses on Asian fusion cuisine built around noodle-based dishes, with menu inspiration drawn from flavours such as pad Thai and other Asian spice profiles.
McCannell described the offering as combining traditional Asian dishes with milder menu options intended to broaden the brand’s appeal.
Noodlebox photo
Food preparation is central to the restaurant experience, with meals cooked in visible woks inside the restaurant.
“As you go in and you see the woks, everything’s being cooked fresh in front of you,” McCannell said. “When you’re in there and the woks are going, it’s hot, you can see the flames coming up there. There’s quite the experience.”
He added that the operational model requires experienced kitchen staff capable of managing several active cooking stations simultaneously.
“In order to have four woks going at a time, six in line, 14 sitting down in dining, you really have to know what you’re doing,” McCannell said.
Delivery and takeout strength
The brand’s menu has also translated well to the growing third-party delivery market.
McCannell said Noodlebox meals travel well for off-premise consumption, allowing the company to capture both dine-in and takeout demand.
Large portion sizes also position the concept competitively within its category, according to McCannell, while maintaining consistency between in-restaurant and at-home dining experiences.
“The in-home experience is just as good as the in-restaurant experience, minus the pageantry,” he said.
Noodlebox photo
Real estate strategy
Typical Noodlebox restaurants range from about 1,500 to 2,000 square feet, though the concept has proven adaptable to smaller footprints depending on the market.
“We’ve done one as small as 900,” McCannell said.
Store layouts vary depending on local demand, with some restaurants operating multiple woks to accommodate higher sales volumes.
Average store sales are roughly $700,000 annually, according to McCannell, though some locations generate significantly higher revenue.
“We have some Noodleboxes that are $1.8 million, $1.9 million,” he said, noting that those units generally have larger footprints or expanded back-of-house space.
In terms of location strategy, the brand is flexible about the types of retail sites it occupies.
“Really kind of anything does very well in the urban,” McCannell said. “Noodlebox can play anywhere as long as we have that kind of base square footage.”
The company typically considers both end-cap and inline retail spaces and is not limited to specific formats such as drive-throughs or food courts.
“We’d be willing to look at any and all sites that we feel are fit, first and foremost for market, and then second just in terms of overall demographic,” he said.
Noodlebox photo
Younger customer base
The brand’s primary demographic skews younger, with many customers falling within the 19-to-28 age range.
At the same time, he said the concept attracts a broad customer base without targeting a specific ethnic demographic.
“There is no kind of ethnic gravitational pull,” he said. “It’s open for everybody.”
Montreal expansion ahead
Foodtastic’s next major growth target is Montreal, where the company is headquartered and where McCannell believes the brand could resonate strongly with local consumers.
The company has begun scouting real estate opportunities in the city as it prepares to test the concept in the market.
He described the city as a strong fit for the brand’s culinary positioning.
“Montreal is very cool, very fashion-forward, very culinary-forward,” he said. “We think that Montreal will be a bullseye market for Noodlebox.”
Foodtastic plans to initially open a corporate-operated restaurant to establish the concept locally before expanding through franchising.
Inside a Metro grocery store. Image: Central Painting
The barrel of oil has now crossed the $90 mark, and some analysts are warning that it could soon exceed $100. If that happens, Canadians should brace themselves—not at the gas pump, but at the grocery store.
We have seen this movie before. Oil shocks in 2008, 2011 and again in 2022 all triggered noticeable increases in food prices months later. The relationship is not immediate, but it is remarkably consistent. Energy prices typically lead grocery inflation by about six to nine months. When oil rises sharply, food prices tend to follow.
The chart accompanying this analysis illustrates the pattern clearly. By shifting oil prices forward by roughly six months, the correlation becomes difficult to ignore. The black line represents oil prices, while the red line shows Canadian food inflation. Time and again, major oil spikes are followed by higher grocery prices.
The latest surge in oil comes after Iranian attacks disrupted shipping routes in the Persian Gulf, injecting fresh uncertainty into global energy markets. If the conflict drags on and oil remains elevated — or worse, climbs beyond $100 per barrel — history suggests food inflation in Canada will not remain where it is today.
Since 2000, every major oil spike has pushed food inflation between one and three percentage points higher. If that pattern holds, today’s energy shock could translate into food inflation reaching between 6 and 8 percent in 2026.
Our projections for the coming months reflect that risk. If oil prices remain elevated and geopolitical tensions persist, food inflation could climb from roughly 5.2–5.6 percent in May 2026, to 5.6–6.1 percent in June, and potentially 6.0–6.6 percent by July.
The magnitude of the shock is already significant. Oil prices have risen 64 percent since January 7, a dramatic surge in a very short period of time. Historically, for every 25 percent sustained increase in oil prices, the average Canadian family’s annual food bill rises by roughly $150 to $200. If current price levels persist, the financial pressure on households will become increasingly difficult to ignore.
Unfortunately, the timing could hardly be worse for Canada.
On April 1, the industrial carbon tax will rise to $110 per metric ton, increasing costs across the energy-intensive sectors that underpin the food supply chain. Combined with rising global oil prices, the result could be a double whammy for farmers, processors, distributors and ultimately consumers.
Energy is embedded in nearly every step of the food system. Fertilizer production relies heavily on natural gas. Farm machinery runs on diesel. Food processing requires heat and electricity. Refrigeration keeps products safe during storage and transportation. And trucks—lots of them—move food across a country as vast as Canada.
When energy prices rise, those costs ripple through the entire chain.
The categories most exposed are animal proteins such as beef and pork, dairy products, and heavily processed foods, all of which require significant energy inputs to produce and distribute. Even staples like bread and cereals are affected, as higher fuel prices raise the cost of fertilizers and grain drying.
In Canada, geography amplifies the problem. Food often travels thousands of kilometres before reaching store shelves. Sustained energy shocks rarely stay confined to the pump — they eventually appear on grocery receipts.
If oil stabilizes, the damage could be limited. But if prices climb toward $100 and stay there, the warning signs are already visible.
For consumers still recovering from the last wave of food inflation, another one may already be on the horizon.
Wayfair has launched its Wayfair Rewards program in Canada, marking the first international expansion of the loyalty platform following its introduction in the United States last year. The initiative reflects the company’s growing focus on customer retention and long-term engagement while reinforcing Canada’s role as one of the most important markets outside the United States for the online home furnishings retailer.
The program provides Canadian shoppers with a suite of benefits including rewards on purchases, free shipping, exclusive member sales, and priority customer service. At the same time, the rollout comes as Wayfair continues to expand its omnichannel strategy in Canada, highlighted by the recent opening of its first physical outlet store in Burlington, Ontario.
Wayfair executives say the loyalty program is designed to deliver tangible value to shoppers making large home-related purchases while strengthening relationships with the retailer’s Canadian customer base.
Loyalty Program Expands to Canada Following U.S. Launch
The Wayfair Rewards program debuted in the United States in 2025 and quickly gained traction with customers. According to Connor Delaney, General Manager of Wayfair Canada, the success of the American rollout prompted the company to bring the concept north of the border with adjustments tailored to Canadian shoppers.
Connor Delaney
“We launched Wayfair Rewards in the U.S. a little over a year ago, and it has been really exciting to see the momentum and, more importantly, the value it’s brought to customers,” Delaney said. “Part of this next phase was trying to figure out how to bring this to Canada and how to localize the program.”
He explained that teams across the company worked to adapt the program to Canadian conditions while maintaining the core benefits that resonated with customers in the United States.
“With the launch of Wayfair Rewards in Canada, we’re delivering a loyalty program that’s simple, transparent and built to maximize value,” Delaney said.
The Canadian membership costs $39 per year and gives members access to several benefits including 5 percent back in reward dollars on merchandise purchases. Rewards never expire as long as the membership remains active and can be applied to future purchases across Wayfair’s product assortment.
The program also includes free shipping with no minimum purchase requirement, exclusive members-only pricing and promotions, early access to major sales events such as Way Day, and a dedicated customer service line.
Loyalty Programs Remain Popular Among Canadian Shoppers
The launch of Wayfair Rewards Canada reflects the broader popularity of loyalty programs among Canadian consumers, who are widely considered among the most engaged loyalty users globally.
Delaney noted that research conducted by Wayfair shows that value is consistently one of the top factors influencing purchasing decisions for home furnishings.
“Our customers want value and they want it in easy-to-understand ways,” he said. “When they’re shopping for home, they’re often purchasing across different categories over time.”
Furniture purchases often involve a series of related purchases rather than a single transaction. A customer might begin with a large item such as a sofa before adding décor, bedding, lighting, and other home accessories.
“When you’re refurnishing a room, you might first buy a couch and then come back for décor,” Delaney said. “That repeat purchasing behaviour is where a rewards program can really add up.”
Instead of using a complex points system, the program offers rewards that appear as dollar credits, making it easier for shoppers to understand the value of the benefits.
“They show up as dollars, which makes it simple,” Delaney said. “If you buy a sofa, 5 percent rewards can add up to meaningful dollars quickly.”
Free Shipping Seen as Key Benefit for Canadian Market
Among the program’s most significant features is free shipping on all purchases for members, regardless of order size.
Wayfair already offers free shipping on many products for orders above a minimum purchase threshold, but the loyalty program removes that requirement entirely.
“Today we have free shipping on a lot of items, but there’s typically a minimum,” Delaney explained. “With Wayfair Rewards, there’s no minimum at all.”
The benefit is particularly relevant in Canada, where shipping costs can be a major factor in online retail purchases.
For smaller home items such as decorative accessories or bedding, customers may have previously waited until their cart reached a certain value before completing a purchase.
“With free shipping, you don’t have to bundle items together,” Delaney said. “You can purchase one at a time as you see fit.”
The company believes that eliminating shipping thresholds will encourage shoppers to purchase more frequently across a broader range of product categories.
Canada Remains a Key Market for Wayfair
Wayfair executives say the Canadian market plays an important role in the company’s global strategy. The retailer has been selling to Canadian customers for more than a decade and has invested heavily in building local infrastructure.
Canada is the company’s largest international market outside the United States and Europe, supported by a network of warehouses, logistics operations, and a major technology hub in Toronto.
“We’ve been selling in Canada for over a decade,” Delaney said. “We have investments in supply chain and warehouses here, and we have a tech center in Toronto.”
He added that Wayfair’s Canadian platform reaches a substantial audience each month.
“We have 25 million monthly visits to our site each month,” he said.
The loyalty program is expected to deepen engagement with this existing customer base while encouraging more repeat purchases.
Launching Wayfair Rewards Canada also demonstrates the company’s confidence in the market.
“The rollout of Wayfair Rewards in Canada as our first expansion market really showcases how important Canada is to the overall business,” Delaney said.
Wayfair Outlet in Burlington, ON. Photo Wayfair
Omnichannel Strategy Emerging in Canada
While Wayfair built its brand as an online-only retailer, the company has increasingly begun experimenting with physical retail formats as part of a broader omnichannel strategy.
In Canada, that shift is visible through the opening of Wayfair’s first outlet store in Burlington, Ontario, which launched roughly seven months ago.
The outlet represents the company’s first physical retail location in the Canadian market after more than a decade of online operations.
“We launched our first outlet in Canada in Burlington,” Delaney said. “It’s the first manifestation of our brand in physical form here.”
The Burlington store focuses primarily on discounted merchandise including customer returns, discontinued items, and overstock inventory. Products are typically offered at steep discounts, creating a “treasure hunt” style shopping experience.
“It’s very deal-driven,” Delaney said. “We’re selling returns, discontinued items, and overstocked items at incredibly high discounts.”
The store allows customers to interact with the brand in a physical environment while complementing Wayfair’s digital marketplace.
“For customers, it’s the ability to go in and touch products, interact with the service team, and see our assortment in person,” he said.
Wayfair retail showroom in Wilmette, Il. Photo: Wayfair
Physical Retail Helps Reinforce Online Sales
Although the outlet primarily sells clearance merchandise, Wayfair views the physical location as an important component of its broader omnichannel strategy.
Delaney said many customers use the store as part of a combined online and offline shopping journey.
“Sometimes customers will shop in the outlet and then go online to purchase something else,” he said.
The reverse also happens, with online shoppers visiting the outlet to see the brand firsthand.
“Tying it all together in an omnichannel strategy is something the company has been working on,” Delaney said.
Wayfair has been gradually expanding its physical retail presence in the United States as well, including large-format flagship stores designed to compete with traditional furniture retailers.
However, Delaney said there are currently no public announcements regarding additional physical retail locations in Canada.
“Nothing public at this point,” he said when asked whether more stores could open in the country.
First Members-Only Sale Launches in Canada
To mark the launch of Wayfair Rewards Canada, the company will host its first Canadian members-only sale from March 11 to March 13.
The event will provide exclusive pricing on furniture, décor, housewares, and seasonal home products for loyalty members.
Members will also be able to accumulate reward dollars during the promotion, reinforcing the program’s value proposition.
Wayfair believes the event will help demonstrate the benefits of membership while encouraging customers to explore the broader assortment available on the platform.
March is Fraud Prevention Month and Moneris, Canada’s leading commerce provider, is providing businesses with data and guidance on what to look for when it comes to potential fraudulent behaviours.
New data from Moneris reveals a four per cent increase in reported fraud cases in 2025, compared to the year prior. While the increase is modest, many fraud cases go unreported or even undetected for long periods of time. No matter the time of year, there are important steps businesses can take to mitigate the risk of fraud, said the company.
Mail order/telephone order (MOTO) fraud
Nationwide, mail order/telephone order (MOTO) continues to be the most common fraud type reported to Moneris. “Card Not Present” fraud, primarily involving MOTO transactions, contributed to 65 per cent of all reported cases in 2025. This is up from 62 per cent from 2024, said the company.
Taking card details over the phone or by mail and manually entering the information increases the risk of fraudsters submitting a chargeback. Businesses can mitigate this risk by using secure online payment gateways like Moneris Checkout to protect themselves, added Moneris.
Account takeover (ATO) fraud
Regionally, while most provinces also reported MOTO as their most common fraud type, Ontario saw fraud cases resulting from account takeover (ATO) as the most common. This method involves using stolen information, often obtained through malware or phishing, to access a business owner’s information and can result in funds being diverted to a fraudster. Nationally, account takeover fraud accounted for eight per cent of all reported cases, said Moneris.
Businesses can mitigate this type of fraud by educating staff on the risks and questioning the source of all email messages they receive, it added.
Refund fraud
Moneris said refund fraud on stolen devices dropped to one per cent of all reported fraud cases nationwide in 2025, compared with 16 per cent in 2024 and 13 per cent in 2023.
“This may suggest merchants are taking greater precautions to protect their devices, like checking for tampering, keeping them in sight of security monitoring systems and keeping terminals locked and out of sight when not in use,” said Moneris.
“However, abuse of the refund process rose to nine per cent of reported fraud cases in 2025, compared to one per cent in 2024. Merchants can help reduce the risk of this type of fraud through observing transactions, stringent return policies, password-protected terminals and having administrative restrictions on device access and permissions for employees.”
Cybersecurity and AI
Fraudulent activity has also become more sophisticated, particularly with the growth of AI and other tools that can make it difficult for businesses to identify and report suspect behaviour, said Moneris.
Thirdman photo
It said there are a few key actions businesses can take to reduce risk, including:
Review transaction alerts and reports each week to monitor changes in volume, location or refund patterns.
Teach staff to spot fraud and phishing through regular training sessions.
Automate daily backups for business and payment related system
Use Moneris fraud prevention tools such as address verification, CVV checks, and real-time transaction monitoring to catch risky behaviour before payments are processed.
Yale Holder
“Fraudulent activity saw a small increase year-over-year in 2025, which on the surface creates little cause for concern. However, many fraud cases go unreported or even initially unnoticed, especially as fraudsters become more sophisticated in their methods,” said Yale Holder, Vice President, Customer Experience.
“Card Not Present fraud, which includes mail and telephone orders, continues to represent the majority of fraud cases nationwide, which reinforces the need for businesses to prioritize more secure payment methods and verification procedures.
““Among the benefits of secure solutions like Moneris Checkout and Moneris Total Commerce is that they integrate with fraud prevention tools that help shift chargeback liability to the card issuer, reducing risk for businesses.
“In Ontario, merchants have seen a spike in account takeover fraud, where fraudsters use stolen information, typically obtained through malware or phishing activities, to divert funds from businesses’ accounts to their own. This trend underscores the importance of education when it comes to cybersecurity best practices.
“Refund fraud on stolen devices is down to nearly zero, which is positive news for merchants. However, employee return fraud and abuse of the refund process are still prevalent, highlighting the importance of strengthening return policies and restricting access to terminals.”
“Over the past two years, we have focused on improving the underlying quality of the system,” said Steven Pelton, President and CEO of Aegis Brands. “By strengthening franchisee capability, accelerating renovations, expanding our promotional schedule and returning to disciplined new store growth, we believe the foundation is in place for continued same store sales and EBITDA improvement.”
Steven Pelton
Highlights for the quarter:
System sales increased by 12.1% to $34.7 million and same store sales increased by 10.3% compared to last year.
EBITDA for the fourth quarter increased to $1.9 million from $1.2 million in Q4 2024, representing year-over-year growth of 58%.
Net income for the fourth quarter improved to $1.1 million, or $0.01 per share, compared to a net loss of $0.2 million, or $(0.00) per share, in Q4 2024.
Highlights full year:
System sales were flat at $133.0 million and same store sales decreased by 3.3%.
EBITDA increased to $6.4 million, compared to $6.1 million last year.
Net income improved to $3.0 million, or $0.04 per share, compared to a net loss of $1.3 million, or $(0.02) per share, in the prior year.
“The fourth quarter of fiscal 2025 reflects the continued strengthening of Aegis following the successful execution of its portfolio simplification strategy. With a focused, asset-light franchising model and a stable national footprint under the St. Louis Bar & Grill banner, the Company is demonstrating improving earnings quality and a clearer long-term value proposition. With the transformation of the business complete, management is focused on building store profitability, enhancing brand relevance, and delivering sustainable earnings for shareholders,” said the company in a news release.
It said St. Louis delivered a strong finish to the year, highlighted by same store sales growth of 10.3% in the fourth quarter, marking a significant acceleration. System sales increased 12.1% to $34.7 million, reflecting stronger guest traffic and the growing effectiveness of the brand’s promotional and operational initiatives.
“The fourth quarter performance represents one of the brand’s strongest same store sales results in recent years and demonstrates the impact of the Company’s renewed focus on value-driven promotions, improved operational execution and enhanced franchisee engagement. Initiatives introduced earlier in the year gained traction in the second half, culminating in a meaningful increase in traffic and sales across the system during the quarter,” it said.
“For the full year, system sales were consistent with the prior year and same store sales declined 3.3%. St. Louis generated $6.4 million in EBITDA for the year, demonstrating stable profitability as management reduced overhead and increased traffic at the store level in the second half.”
During 2025, it opened three new locations and closed three underperforming restaurants, maintaining 81 franchised locations at year end.
The company said renovated locations are generating meaningful increases in sales post-renovation. A refreshed environment drives higher guest satisfaction, and stronger performance, all of which results in increased profitability for our franchisees. Additional renovations are planned for 2026 as we continue to prioritize renovations where returns justify capital deployment, it added.
With improving franchisee economics, the company said it is returning to disciplined new store development. Ontario remains a priority market, and Atlantic Canada locations continue to over-index relative to the broader network.
“We’ve aligned our overhead with a focused franchisor model and improved store-level economics across the system,” said Pelton. “As unit profitability strengthens, it supports disciplined new store growth, which we expect will drive continued EBITDA and net income improvement year-over-year.”
The first Second Cup Café in Vaughan is having its grand opening celebration on Thursday March 12.
The Vaughan café, located at 9222 Keele Street, continues Second Cup’s commitment to ethically sourced coffee, handcrafted beverages, and fresh food, all served in a welcoming space designed to bring the community together, said the company.
The new café offers a drive-thru for added convenience, updated exterior signage, and expanded seating for guests who want to gather, work, or relax.
The event, at 11 a.m., will include a ribbon-cutting and cake-cutting with Vaughan Mayor Steven Del Duca and franchisee Shradha Chopra. The first 100 guests will enjoy a free coffee, and all customers can take advantage of 10 per cent off menu items throughout the day. Attendees can also look forward to giveaways and complimentary cake.
Roxane Desjardins
“Opening the first café in a city and welcoming a new community never ceases to be special,” said Roxane Desjardins, Marketing Director at Second Cup. “With the Vaughan location’s expanded seating, drive-thru convenience and warm atmosphere, we look forward to it becoming a neighbourhood gathering place.”
Second Cup Café has been around since 1975.
It is under the Foodtastic umbrella, one of Canada’s largest restaurant franchisors, operating more than 1,200 locations across the country. Its diverse portfolio includes Freshii, Quesada, Pita Pit, Second Cup, Milestones, and over 22 other banners.
2020 Companies, a leading U.S.-based outsourced sales and marketing organization, and Influence Retail Services, a Canadian retail, digital, and experiential marketing firm, today announced a major partnership designed to expand their combined capabilities across North America.
“This partnership aligns the strengths of both organizations while allowing each company to continue operating independently as standalone go-to-market brands. Influence’s client-first culture is a natural fit and complements 2020’s approach in the marketplace,” said Christopher B. Munday, Chairman and CEO of 2020 Companies.
2020 Companies, a retail sales, merchandising, and experiential marketing agency, is headquartered in Southlake, Texas.
Located in Mississauga, Ontario, Influence Retail Services is an integrated marketing services agency. The company creates immersive in-field experiences, amplifies those experiences online, and paves the path to purchase in-store.
The partnership expands 2020 Companies’ Canadian presence while providing Influence Retail Services with enhanced access to the U.S. market. The companies will collaborate to support brands seeking seamless retail execution, sales optimization, and experiential marketing solutions across North America.
“Canada represents an important market for our clients. Partnering with Influence Retail Services allows us to expand our footprint and capabilities while working with a team that deeply understands the retail landscape,” said Steve Peters, President of 2020 Companies.
Chris Wilson, Managing Partner of Influence Retail Services, added: “This partnership reflects a shared vision for growth and innovation in retail. Aligning with 2020 Companies extends our reach while maintaining the entrepreneurial spirit and client-first approach that defines our culture.”
