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Verifran launches franchise intelligence platform to streamline candidate qualification

By
Mario Toneguzzi
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Verifran photo
Verifran photo

Verifran has launched a new platform designed to give franchisors more information about prospective franchisees earlier in the recruitment process, bringing candidate readiness, brand compatibility and verification into a single system.

The Toronto-based company is positioning the platform as an intelligence layer between an initial franchise inquiry and a franchise development team, with the goal of reducing the amount of manual qualification work required before development staff engage more deeply with candidates.

Platform targets early-stage qualification

Verifran says its platform is intended to complement, rather than replace, existing franchise recruitment tools and processes, including lead-generation systems, customer relationship management platforms, brokers and referral networks. The company says the platform is designed to turn an initial inquiry into a more structured profile of the prospective franchisee.

Omran Ismail
Omran Ismail

“Franchising doesn’t have a lead generation problem. It has an intelligence and qualification problem,” said Omran Ismail, co-founder and CEO of Verifran Inc. “The industry has become exceptionally good at generating inquiries, but development teams are still often asked to do the hardest qualification work manually and after the lead arrives. We built Verifran to move that intelligence earlier, giving teams more time to focus on stronger opportunities and the people behind them.”

The platform includes several tools intended to assess prospective franchisees from different perspectives. Vera is a guided conversation tool that asks candidates relevant questions and converts their responses into structured information, rather than relying solely on a traditional inquiry form.

The Franchise Readiness Score measures candidate readiness across nine standardized dimensions on a scale of zero to 100. The company says the measure is independent of any particular franchise brand.

Brand DNA allows a franchisor to define the characteristics it considers important in a potential owner. The Franchise Compatibility Index then provides a brand-specific assessment of how closely an individual candidate aligns with those characteristics.

The platform also includes Verify, which is designed to confirm a candidate’s identity, financial information and background and distinguish verified information from information supplied directly by the candidate.

Candidate profile combines assessments

Verifran says the information from those tools is brought together in a Candidate Intelligence Card, providing franchisors with a consolidated view of a prospective franchisee’s readiness, compatibility with the brand and verification status.

The company says the approach is intended to allow franchise development teams to identify where direct human involvement is most useful, rather than spending as much time gathering basic information through forms, calls and follow-ups.

“Franchise development is fundamentally a relationship business, and we believe it should stay that way,” added Ismail. “Verifran doesn’t replace the conversation. It helps make the conversation worth having. When teams know more before that first meaningful interaction, they can spend less time collecting basic information and more time building relationships and determining whether there is genuine mutual fit.”

Verifran says it is not a lead-generation platform, CRM or broker, and is not intended to replace the franchise development process. Instead, the company describes its product as a separate intelligence and qualification layer that can operate alongside existing recruitment stages.

Verifran photo
Verifran photo

Founding team brings technology and franchise experience

Verifran was founded by Ismail as CEO, Adam El-Kadi as chief operating officer and Yazan Maarouf as chief technology officer. The company says the founding team has experience in entrepreneurship, product development, governance, software engineering and machine learning.

Its advisory board includes Victor Turcanu, a cross-border franchise lawyer, and Lisa Raffaele, founder of Bubblegum Canada and a communications strategist focused on franchise growth and brand awareness, along with other franchise-industry advisers.

The company plans to introduce the platform publicly at the National Franchise Show in Toronto on Sept. 19 and 20. The event will provide an opportunity for franchisors, franchise executives, brokers, consultants and prospective franchisees to see the platform and meet the Verifran team.

Verifran will exhibit at Booth 337 at the show as it begins its North American market launch.

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WestJet, Tim Hortons announce new in-flight coffee and loyalty partnership

By
Mario Toneguzzi
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The partnership will see WestJet serve a new Tim Hortons coffee blend called Flight Roast on flights that currently offer in-flight refreshments, while members of the two companies’ rewards programs will eventually be able to earn points through eligible Tim Hortons purchases.

Recently Tim Hortons announced a loyalty partnership as well with Canadian Tire.

New coffee blend for WestJet flights

Beginning Nov. 30, WestJet guests will be served Tim Hortons Flight Roast, a coffee blend developed specifically for consumption at cruising altitude and created exclusively for the partnership. The companies said the coffee is designed to taste its best at 35,000 feet.

Flight Roast is made with 100 per cent Premium Arabica beans from selected origins and is roasted to a full medium. The companies describe the resulting coffee as smooth, rich and balanced, with hints of toasted nuts, cocoa and red fruit.

Tim Hortons coffee and tea will be available on WestJet flights that currently provide in-flight refreshments, expanding the coffee chain’s presence into the airline’s onboard service.

“Some partnerships just make sense, bringing together WestJet, Canada’s famously welcoming airline with Tim Horton’s, Canada’s favourite coffee is one of them,” said John Weatherill, WestJet Group Executive Vice-President and Chief Commercial Officer. “We’re excited to welcome Tim Hortons and its new Flight Roast blend onboard, giving guests a little taste of home with every cup while reinforcing our ongoing commitment to delivering Canadians with a welcoming experience.”

John Weatherill
John Weatherill
Hope Bagozzi
Hope Bagozzi

The companies said the Flight Roast was developed by Tim Hortons’ in-house coffee experts and builds on the chain’s existing coffee offering while being roasted and brewed specifically for the conditions of air travel.

“Since 1964, Tim Hortons has been serving great tasting coffee that Canadians love and we’re excited to bring Tims to the sky. We can’t wait for Flight Roast, a custom blend developed to be enjoyed exclusively for WestJet guests during their flights, to take off,” said Hope Bagozzi, Chief Marketing Officer for Tim Hortons. “This is just the first sip of something bigger. We’re thrilled to expand our loyalty ecosystem with our WestJet partnership to give Canadians even more value on their Tims runs starting next year.”

Loyalty programs to be linked in 2027

The second phase of the partnership is expected to begin in 2027, when members of WestJet Rewards and Tims Rewards will be able to link their accounts. Eligible Tim Hortons purchases will allow participating members to earn points through both programs, according to the companies.

Account linking will also provide access to exclusive offers and promotions, although the companies have not yet released details on the specific member benefits.

Additional information about the loyalty program integration and benefits will be announced closer to its rollout next year.

The partnership brings together WestJet, which is headquartered in Calgary, and Tim Hortons around two elements: an onboard product offering and a loyalty-program connection designed to provide benefits to members beyond their individual transactions with either company.

WestJet said it operates more than 600 daily flights and serves more than 275 destinations, including destinations across North America, Europe, Asia and other international markets. The airline has more than 15,000 employees, according to the release.

WestJet said its group includes WestJet Airlines, WestJet Vacations, Vacances WestJet Quebec and Sunwing Vacations.

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Maybelline New York taps four Canadian artists to rework iconic jingle in new campaign (Videos)

By
Mario Toneguzzi
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Maybelline New York photo
Maybelline New York photo

Maybelline New York is putting a Canadian spin on its long-running “Maybe It’s Maybelline” jingle, with four Canadian artists creating original songs inspired by the beauty brand’s signature phrase.

The campaign, called The Power of Maybe: The Canadian Jingle Reimagined, launched this week and features Nicolina, Liz Lokre, Naomi and Tia Wood, with each artist interpreting the jingle through her own music and approach to self-expression.

Four artists, four interpretations

The campaign positions “Maybe” as a starting point for possibility, with the four songs exploring themes including new ideas, dreams, self-expression and taking chances. Each artist’s original song is also paired with a Maybelline product.

“Everyone knows the Maybelline slogan, but MAYBE has always meant more than a question mark,” said Catherine St-Pierre, Marketing Director, Maybelline New York Canada. “It is the beginning of possibility: the confidence to imagine, explore and express what could be. With this campaign, we wanted to give a new generation of Canadian artists the freedom to make our iconic jingle their own. Nicolina, Liz, Naomi and Tia each brought a completely different perspective to it, showing how music and beauty can both be powerful forms of self-expression.”

Catherine St-Pierre
Catherine St-Pierre
Maybelline New York photo
Maybelline New York photo

Nicolina’s original track, “Part of Me,” is described as a self-affirming song about embracing who you are and believing in yourself. The track is paired with Lash Sensational Sky High Mascara.

Liz Lokre’s “Maybe It’s Magic” focuses on confidence and magnetism and is paired with SuperStay Lumi-Matte Foundation. Naomi’s bilingual song, “Masterpiece,” centres on transformation and presenting oneself confidently and unapologetically, with SuperStay Vinyl Ink featured alongside the track.

Tia Wood’s “Maybe It’s…” explores identity, individuality and embracing one’s origins, and is paired with Instant Eraser Multi-Use Concealer.

Lokre said the campaign reflects her approach to pursuing a career in music and her willingness to pursue opportunities despite uncertainty.

“I’ve dedicated my life to my own maybe. Pursuing this dream means following my heart, listening to my intuition, and betting it all on myself,” said Lokre. “I stay focused on what’s possible. The space between what is and what could be is what gets me out of bed every day.”

Wood said makeup and artistic expression are connected to her sense of identity and independence.

“When I put on these physical creations of color, sparkle, shape and unique applique, I feel somehow connected, grounded and self-determined. This is how I feel when I am representing myself with makeup,” said Wood.

Digital campaign and live performance

The campaign has rolled out across the artists’ Instagram, TikTok and YouTube channels, with original song edits, behind-the-scenes Artist Jingle Capsules and Product Capsules.

The full campaign will also be available through Maybelline New York Canada’s YouTube channel and its The Power of Maybe campaign hub. The featured Maybelline products will be available through the Maybelline Amazon.ca Brand Store.

The campaign is scheduled to culminate Oct. 1 at 8 p.m. ET with MAYBE, Live, a YouTube Live music session featuring Nicolina, Lokre, Naomi and Wood performing the original songs created for the campaign.

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Best Toy Store POS

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Retail Insider
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Toy retail is one of the more demanding corners of the shop-floor world. A single store might carry everything from construction sets and board games to plush, trading cards, and seasonal exclusives, which means thousands of SKUs across dozens of vendors, often in multiple variations of the same line. Demand is wildly uneven too: a toy store can do a huge share of its year in the run-up to December and then spend the rest of the year helping shoppers find the right gift for the right age. The point-of-sale system underneath all of that has to do more than take payments. It needs to keep a sprawling catalog accurate, reorder bestsellers before they sell out, handle layaways and special orders, and increasingly tie the physical store to an online storefront.

With that in mind, we looked at five systems that are either purpose-built for toy and hobby retail or genuinely capable of running one, and focused on what each does well.

This roundup is based on each provider’s publicly stated features and pricing at the time of writing, rather than a hands-on test. Prices and plans change, so confirm the current details with each vendor before you commit. The right pick depends on how your store runs, so we’ve tried to highlight what each system does best.

Here are five systems worth considering.

1. Vibe Retail – best for toy retailers who want a specialist all-in-one

Vibe Retail is one of the few platforms that speaks directly to how toy stores operate rather than treating them as generic retail. It is a cloud-based, omnichannel system that unifies sales, inventory, payments, and customer data, and its dedicated toy store pos configuration is built around the category’s realities – including, in its own words, that “a toy store does a third of its year in December and needs to find the right gift for the right age the rest of the time.”

On inventory, Vibe keeps every SKU accurate across stores and the back room, from construction sets to plush to seasonal exclusives, with low-stock alerts and suppliers synced in for automated product additions. Promotional pricing can be set to apply automatically during configured periods, which takes the manual work out of holiday sales. Multi-store operators get a centralized dashboard with real-time stock levels and direct transfers between locations. On the sales side it pairs a built-in e-commerce site with selling through Amazon, Instagram, Facebook, and TikTok, and adds loyalty programs, digital gift cards, and built-in marketing tools. Vibe also promotes 24/7 retail support, migration specialists, and compatibility with existing hardware, so for an owner who wants software that already understands toy retail, it is a strong option.

  • Standout features: Accurate multi-store and back-room inventory with low-stock alerts and supplier sync; automatic seasonal promo pricing; omnichannel selling across a website plus Amazon, Instagram, Facebook, and TikTok; loyalty and digital gift cards.
  • Pricing: From $19/month (Essential), $97/month (Pro), up to $1,399/month (Ultimate).
  • Best for: Toy retailers who want a category-aware all-in-one that scales from one store to many.

2. Lightspeed – best for supplier-catalog depth and reporting

Lightspeed makes the list because it explicitly builds for this niche – it describes itself as “the point of sale system designed to help hobby, book and toy stores” – and pairs that with a genuinely deep retail engine. It frames itself as a one-stop commerce platform where you “manage your stock, sell anywhere and control all your operations from a single system.”

Its standout strength for toy stores is supplier handling: through Lightspeed’s NuORDER connection, thousands of products can be synced straight to the POS with preloaded data like UPC, MSRP, and descriptions, which is a real time-saver for a store juggling many vendors. Inventory covers costs, sales, and margins, product-performance reports that account for stockouts and missed sales, barcode scanning, and multi-location stock with reorder points. On omnichannel, you can build or connect an e-commerce site with no coding, sell across Facebook, Instagram, and TikTok and marketplaces like Amazon, eBay, Walmart, and Google Shopping, and fulfill via in-store pickup, local delivery, or shipping. Add tiered loyalty, customer purchase history, and real-time reporting for sales, inventory, and employees, and it is a capable, well-rounded option from a recognizable name.

  • Standout features: NuORDER supplier catalogs synced to the POS (UPC, MSRP, descriptions); product-performance reports accounting for stockouts; multi-location stock with reorder points; broad marketplace and social selling; tiered loyalty.
  • Pricing: Plan-based (Basic, Core, and Plus); specific rates are not published on the toy-store page – request a quote.
  • Best for: Multi-vendor toy stores that want strong supplier tooling and reporting depth.

3. SalesVu – best for holiday demand and layaway-heavy stores

SalesVu leans hardest into the parts of toy retail that break generic systems. It states plainly that “independent toy stores need a POS that can handle massive SKU counts, complex vendor catalogs, and holiday layaways,” and it is built around exactly those pressures.

On scale, it manages 10,000-plus SKUs with rapid barcode scanning and bulk uploads, and tracks multi-vendor catalogs with minimum order quantities and lead times. Its layaway workflow lets you process partial payments, hold inventory safely, and notify customers when items arrive – useful for big-ticket gifts spread over several paychecks. It also offers a set of AI-assisted tools: a Smart PO Automater that flags low stock across multiple vendors and generates consolidated purchase orders (with holiday demand prediction), listing enrichment for the online store, and age-based birthday recommendations. Assorted-case tracking and a wishlist/registry with duplicate prevention round out a feature set clearly shaped by how toy stores actually sell. If your busiest challenge is surviving Q4 with a huge catalog and a lot of layaways, it is well aimed.

  • Standout features: Handles 10,000+ SKUs with bulk uploads; full layaway (partial payments, held stock, arrival alerts); Smart PO automation with holiday demand prediction; multi-vendor catalogs with MOQs; wishlist/registry.
  • Pricing: Not disclosed on the toy-store page – request current pricing.
  • Best for: High-SKU stores with heavy seasonal peaks and frequent layaways.

4. Square – best for a simple, recognizable starting point

Square is the accessible all-rounder, and for a smaller or newer toy store it remains one of the easiest ways to get up and running. Its Retail POS pairs hardware and software for in-store and online sales, inventory, and staff and customer management, and its software comes in a free plan to start – there is no monthly subscription, though you still pay a processing fee on every transaction – with paid Plus and Premium tiers as you grow.

For a toy store, the practical strengths are real-time inventory tracking, barcode label creation and printing, multi-location transfers, and bulk import and export for managing a big SKU count. Square also handles customer engagement well, with loyalty, gift cards, and email and SMS marketing, plus staff scheduling and payroll, and it accepts all major payment types including digital wallets while syncing sales across channels. It will not match the toy specialists on layaway or deep vendor-catalog tooling, so a store that leans on those workflows should weigh that. But for ease of setup, brand familiarity, and a low barrier to entry, Square is hard to beat.

  • Standout features: Real-time inventory, barcode label printing, multi-location transfers, bulk import/export, loyalty, gift cards, and staff scheduling and payroll.
  • Pricing: Free software plan, plus paid Plus ($49/month per location) and Premium ($149/month per location) tiers; processing fees from 2.6% + 15 cents per in-person transaction, lower on the paid plans.
  • Best for: Newer or smaller toy stores that want the simplest possible setup with a familiar name.

5. MicroBiz – best for complex catalogs and flexible pricing

MicroBiz is a cloud retail POS used across many specialty-retail niches, with a dedicated setup for toy and hobby stores, and its strength is the messy middle of inventory and pricing. At its core is a multi-dimensional matrix inventory grid for managing items with several attributes – color, size, style – alongside minimum reorder points, CSV imports, and multi-store visibility.

Where it stands out is pricing flexibility, which suits toy stores that run bundles and promotions: markdown management for group markdowns, quantity-based tiered pricing (its own example is “1 for $5, 3 for $10”), time-based promotional pricing, and customer or tiered pricing. It also covers the toy-retail staples general systems skip – barcode price labels for untagged items, gift receipts that exclude prices, layaways, and special or back orders, plus phone orders. Customer sales history, product images at the register, and filterable search help at the counter, and it integrates with WooCommerce for online selling and QuickBooks Online for accounting. A free 21-day trial makes it easy to try before committing.

  • Standout features: Multi-dimensional matrix inventory; flexible pricing (markdowns, quantity/tiered, time-based promos); layaways, special orders, and gift receipts; WooCommerce and QuickBooks Online integrations; free 21-day trial.
  • Pricing: Not disclosed on the toy/hobby page – request current pricing.
  • Best for: Toy and hobby stores with complex catalogs and varied, promotion-heavy pricing.

What to look for in a toy store POS system

It is also worth knowing what separates a POS that merely works from one built for this category. The features that matter most for a toy store are:

  • Matrix or variant inventory that can hold a large, varied catalog – different editions, sizes, and versions of the same product line – without becoming unmanageable.
  • Low-stock alerts and automated reordering, so the bestsellers that drive your December survive the rush.
  • Vendor and supplier catalog handling – toy stores buy from many suppliers, often with minimum order quantities, so preloaded product data and consolidated purchase orders save real time.
  • Layaway, special orders, and gift receipts – long-standing toy-retail staples that plenty of general POS systems skip.
  • Omnichannel selling that keeps in-store, online, and marketplace inventory in sync from one back office.
  • Loyalty, gift cards, and age-aware marketing to turn one-time gift buyers into repeat customers.
  • Reporting that breaks sales down by product, vendor, employee, and season.

How to choose the right one for your store

There is no single best toy store POS system, only the best one for how your store operates. If you want software built around toy retail that scales from one register to many, Vibe Retail is a strong fit. If your catalog spans many vendors and you live in your supplier orders, Lightspeed’s catalog and reporting tools are compelling. If Q4 and layaways are your make-or-break, SalesVu is shaped for exactly that. If you are starting out and want the simplest, most familiar on-ramp, Square is tough to argue with. And if flexible pricing and matrix inventory are your priorities, MicroBiz is built for that complexity.

Whichever way you lean, shortlist two or three, book a demo, and test them against your real catalog, your busiest checkout moments, and your reordering and layaway workflows before you sign. The right system should feel like it was made for a toy-store floor – because the best ones were.

Frequently asked questions

What is a toy store POS system? A toy store POS (point-of-sale) system is the software and hardware a toy retailer uses to ring up sales, take payments, and run the business behind the counter. Beyond checkout, a good one manages a large, varied catalog across many vendors, handles layaways and special orders, keeps in-store and online inventory in sync, and holds customer data for loyalty and marketing.

What features matter most for a toy store? The essentials are matrix or variant inventory for a big catalog, low-stock alerts and automated reordering for seasonal peaks, vendor and purchase-order tooling, layaway and special-order support, omnichannel selling that syncs inventory, and reporting by product, vendor, and season.

How much does a toy store POS system cost? It varies widely. Entry plans can start as low as around $19/month (Vibe Retail), some providers offer a free software tier where you pay only per-transaction fees (Square), and specialist systems are often quote-based. Most vendors also charge payment-processing fees per transaction, so compare total cost, not just the subscription.

Do I really need layaway and special orders? For many toy stores, yes. Big-ticket and seasonal gifts often sell better when customers can pay over time or reserve out-of-stock items, and gift receipts are close to essential. If those workflows are central to your store, prioritize a system that supports them natively rather than one you have to work around.

The takeaway

Any of these five can run a toy store well – the deciding factor is fit, not ranking. Weigh a system’s strengths against how your store actually sells, especially through the holiday peak, then shortlist a couple, trial them against your own catalog and busiest moments, and choose from there.

This article is a general guide, not financial or purchasing advice. Prices, processing fees, plan features, and other figures are indicative only – they vary between providers and change over time. A POS system is a meaningful commitment for any toy store, so always confirm current pricing, transaction fees, contract terms, and the full agreement with any provider before you sign up.

What to Consider When Choosing a Commission-Based Marketing Agency

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Retail Insider
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Most marketing agencies get paid whether your revenue goes up or down. A commission-based marketing agency works differently: part or all of its fee is tied to an agreed result, such as sales, leads, customer acquisition, or revenue.

That structure can be attractive, but the headline commission rate tells you very little on its own. How performance is measured, attributed, and calculated can matter just as much as the percentage itself.

Before choosing an agency, it is worth understanding how commission-based pricing works, what services these agencies provide, and what should be defined before the partnership begins.

What Is a Commission-Based Marketing Agency?

A commission-based marketing agency ties part or all of its compensation to a measurable business outcome rather than charging only a fixed fee.

Depending on the agreement, the agency may be paid based on:

  • Completed sales
  • Qualified leads
  • Customer acquisitions
  • Attributable revenue
  • Incremental revenue above an agreed baseline
  • Another measurable outcome defined by both parties

The structure can also vary. Some agencies work entirely on commission, while others combine a fixed base fee with a variable performance component. Revenue share is one type of commission-based arrangement, but the two terms are not interchangeable. A revenue-share model specifically calculates compensation using revenue, while a commission-based model can be tied to several different outcomes.

This is also why two agencies that both describe themselves as commission-based may have very different pricing structures.

How Does Commission-Based Pricing Compare With Other Agency Compensation Models?

There is no single pricing structure that works for every business. Each model distributes cost and performance risk differently.

Pricing modelHow it worksBest suited for
Monthly retainerFixed monthly fee for an agreed scope Ongoing support with predictable costs 
Project-basedFixed fee for a defined project One-time projects with clear deliverables 
Hourly pricingPay based on time spent Flexible or short-term support 
Commission-basedFee tied to an agreed result, such as sales, leads, or revenue Businesses seeking greater accountability for measurable outcomes 

What Services Can a Commission-Based Marketing Agency Offer?

A commission-based marketing agency can work as either a channel specialist or a broader growth partner.

Specialist agencies usually focus on areas where the result can be measured relatively clearly. These may include paid media, affiliate marketing, lead generation, email and SMS, SEO. For example, Splyt specializes in Google, Meta, and TikTok advertising and publicly describes its model as commission-only. Its agency fee is calculated as a percentage of the sales generated through the marketing it manages.

Other agencies work across a larger part of the customer journey. Their scope may combine paid acquisition, website management, CRO, email and SMS, creative, analytics, and growth strategy. For example, IMP Marketing uses a full-funnel approach through its CoScale model, combining a base fee with a percentage of incremental revenue.

Which structure makes more sense depends on the business problem. A specialist may be appropriate when the measurable outcome can be clearly connected to one channel. A broader growth partner may make more sense when performance depends on several connected areas. 

What Should You Consider When Choosing a Commission-Based Marketing Agency?

This is where most of the due diligence should happen. A commission percentage by itself tells you very little about whether an agreement is financially fair or operationally workable.

1. How Is the Commission Calculated?

The first step is to know exactly how the agency gets its commission. Compensation could be based on a sales, lead, acquisition, revenue generation, or other measurable outcome. Where the model is based on a percentage, explain the percentage rate as well as what the percentage is referring to. 

For instance, the former 10% would be on the total revenue from the store’s sales, while the latter would be the 10% above a sales baseline. What the agreement should also outline is what should be included in this calculation: refunds, discounts, taxes, shipping, chargebacks, ad spend, marketplace fees, etc.

Don’t just take the name of the rate and look at the headline rate, but be sure you also understand the base the percentage is based on and what is included or excluded from the calculation.

2. How Is the Baseline Defined?

Baseline definition becomes particularly important when the agency is compensated for incremental growth. Imagine a store generated an average of $100,000 per month before the partnership and reached $140,000 afterward. Is commission calculated on the entire $140,000 or only the additional $40,000?

Then consider seasonality. A holiday-driven business might naturally increase from $100,000 in September to $160,000 in November without any major marketing change. A useful baseline may therefore consider historical revenue, seasonal patterns, recent growth trends, existing campaigns, and major planned changes to the business.

For instance, IMP Marketing claims that its revenue-share partnerships establish the revenue bottom line, attribution requirements and revenue-share percentage prior to the start of work; any work done for them that generates revenue over those figures is what they are paid for. 

3. Does the Model Fit Your Margins and Unit Economics?

A performance-linked fee can look attractive on paper, but the real question is whether you still make enough money after paying for the result.

This becomes especially important in revenue-based models. Revenue growth and profitable growth are not the same thing. Consider a business with $100 in revenue but only $20 left after product cost, fulfillment, advertising, transaction costs, and other variable expenses; a large revenue-share fee could quickly reduce the value of that growth. 

Before committing, you should also test different scenarios: what happens to profitability if revenue grows 20%, 30%, or 50%? Commission-based pricing works best when there is enough economic room for both sides to benefit.

4. Does the Agency Understand Your Industry and Business Model?

Performance-based compensation does not replace relevant expertise. Different businesses have different customer journeys, margins, sales cycles, and growth challenges. Look for an agency that understands businesses similar to yours and can back up that experience with case studies showing measurable results.

Certifications, official partnerships, and a strong track record with key platforms can provide additional proof of expertise. For eCommerce businesses, for example, experience with Shopify, Klaviyo, Meta, and Google can be particularly relevant.

5. Does the Agency Feel Like the Right Working Partner?

Pricing and expertise matter, but so does the way the agency works. Pay attention to the early interactions: are they prepared, responsive, organized, and asking thoughtful questions about your business, or are they simply trying to move you through a sales process?

In a commission-based partnership, you want a team that shows ownership and genuine interest in growing with the business. Look for an agency that is proactive, transparent, and ambitious enough to keep looking for new opportunities rather than simply maintaining what is already working.

6. Are the Contract Terms Clear?

It’s important for any commission agreement to clearly define when the partnership begins as well as how it can evolve as the company expands. In certain models, the commission percentage is reduced when the revenue, sales or other agreed measure of performance reaches a threshold. If so, the review process should be predetermined. 

The exit terms should also be clearly defined. The minimum commitment, notice period, the termination process and what could happen with outstanding commissions or results that are produced very near the end or beginning of the partnership should be discussed on both sides. A good contract provides clarity for the brand and agency on how to modify their partnership as it grows and how to exit the relationship when it becomes inappropriate.

10 Best Commission-Based Marketing Agencies for U.S. Businesses in 2026

The agencies below use commission, revenue-share, pay-for-performance, or related performance-linked pricing structures and work with businesses in the U.S. market.

Because commercial models can change and individual agreements may be customized, confirm the latest pricing and eligibility requirements directly with each agency before making a decision.

AgencyCompensation modelFocus / Best forKey differentiator
IMP MarketingPure commission or hybrid revenue shareGrowing eCommerce businessesFull-funnel growth tied to incremental revenue
SplytCommission on generated salesDTC/eCommerce paid mediaSales-linked specialist model
Perform[cb]Pay per conversion outcomeScalable customer acquisitionMultiple outcome-based options
FunnelKakeRetainer + percentage of salesMulti-channel businessesHybrid fixed and performance fees
Theriot SolutionsPerformance-basedShopify paid socialCreative-led Meta specialization
Acquisition LabsShare above revenue baselineEstablished eCommerceAbove-baseline revenue model
BYAP MarketingFixed fee + revenue shareDTC/eCommerce growthBrand + performance approach
The PAX Digital GroupFee tied to additional profiteCommerce paid acquisitionProfit-linked compensation
Purple CowRevenue-share optionseCommerce and marketplacesFlexible engagement models
eComHoardRevenue share + other optionsGrowing eCommerce businessesBroad eCommerce support

Conclusion

Choosing a commission-based marketing agency involves more than finding the lowest percentage. Start by understanding exactly what outcome the agency is paid for and how the commission is calculated. From there, define attribution, establish a baseline where necessary, and make sure the economics still work after marketing costs and agency fees.

Relevant experience and operational fit matter as well. The agency needs enough control over the areas affecting the measured outcome, while both sides need access to the data used to calculate performance. The strongest commission-based partnerships are built on clear definitions rather than vague promises of aligned incentives.

When both sides understand what counts as a result, who influenced it, how it is measured, and how the resulting value is shared, commission-based pricing can create a practical structure for aligning agency compensation with business growth.

EAIGLE, Loblaw expand AI partnership at distribution centres

By
Mario Toneguzzi
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EAIGLE and Loblaw Companies Limited are expanding their partnership to deploy AI-powered gate automation technology across multiple Loblaw distribution-centre yards, building on earlier results aimed at reducing processing times and improving data accuracy and visibility.

The expanded rollout of EAIGLE’s Vision AI technology is focused on automating gate operations and improving the movement of vehicles through Loblaw’s distribution network. The companies say the technology is also intended to improve the driver experience and provide greater visibility into yard operations.

Expanding the technology rollout

Loblaw is scaling EAIGLE’s Vision AI across multiple yards and distribution centres as the companies look to improve the efficiency of vehicle access and related processes. EAIGLE’s AVAC technology automates routine gate processes, with the companies saying it can improve visibility and support more efficient movement of vehicles through distribution centres.

“We’re always looking for practical ways to improve how products move through our network so we can better serve our customers,” said Wael Yehia, Vice President, National Transportation at Loblaw. “Working with Canadian innovators like EAIGLE allows us to leverage technologies that can help improve efficiency, support our operations teams and keep products moving reliably across our network.”

The companies said the expansion is intended to address gate operations, which they describe as an important part of maintaining efficiency, security and resilience in supply chains. EAIGLE’s technology uses vision AI to automate vehicle access control, capture data and support real-time decision-making while reducing operational disruption.

“This is about scaling what works in real operations, a practical and measurable use of applied AI in supply chains,” said Amir Hoss, Chief Executive Officer at EAIGLE. “It should strengthen existing workflows, not replace them. What we’re seeing with Loblaw is a clear example of how Vision AI can be deployed at scale to improve consistency, throughput, and visibility across facilities.”

Wael Yehia
Wael Yehia
Amir Hoss
Amir Hoss

Integration with existing systems

EAIGLE said its platform uses computer vision to validate vehicles and capture freight data in real time. The technology integrates with existing warehouse management systems, transportation management systems, yard management systems and enterprise resource planning systems.

The companies said the expanded collaboration reflects Loblaw’s focus on improving efficiency and visibility across its distribution network while highlighting the use of Canadian technology to address supply-chain and logistics operations.

EAIGLE describes itself as a computer vision and data orchestration platform for gate and yard automation. Its AI-based platform is designed for supply-chain and logistics companies, with applications related to security, transportation and operational processes.

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BCG: Canadian retail spending splits further as higher- and lower-income households diverge

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Mario Toneguzzi
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Andrea Piacquadio photo
Andrea Piacquadio photo

BCG recently published new research on how financial pressure is reshaping Canadian retail spending by income group and category.

The core finding is that the labels retailers plan around are becoming less reliable guides to which categories hold up. In some major categories, higher-income households spend two to four times as much as lower-income households. In others, spending is close to even.

A few other top findings:

  • Household appliances, a large discretionary purchase, show almost no income gap. Pet care, often seen as a basic everyday expense, is heavily skewed toward higher earners, who are more willing to trade up to premium options.
  • Looking six months ahead, some balanced categories are starting to split. In dining, lower-income households are pulling back while higher-income spending holds steady. In automotive and beauty, both groups plan to spend more, but higher earners are moving faster.
  • Lower-income buyers weigh price and brand trust more heavily. Higher-income buyers place more weight on service and the buying experience, especially for bigger purchases like appliances.

In an interview with Retail Insider, Terence Smith, Senior Director of BCG’s Centre for Canada’s Future and a co-author of the report, discusses the findings.

Terence Smith
Terence Smith
MART PRODUCTION photo
MART PRODUCTION photo

Question: What is driving the unexpected differences in spending patterns between higher- and lower-income Canadian households, and what does this mean for how retailers segment their customers?

Answer: Much of Canada’s recent consumer growth has been borrowed, sustained by savings, rising asset values, and debt while real incomes lag. As budgets tighten, households are not cutting back in the ways you would expect. They’re holding onto some discretionary spending while pulling back sharply in other areas. The result is an increasingly K-shaped economy where higher- and lower-income households are starting to pull apart, sometimes within the same category.

For retailers, this means the distinctions they previously used to indicate category performance (e.g. essential and discretionary, premium and value) are becoming less reliable indicators of resilience because they no longer can predict who keeps buying. These days, the more useful method is to review each category holistically and understand whether its customer base is holding, narrowing, or becoming more dependent on the households with greater room to spend.

Q: Why are categories such as household appliances showing relatively little difference in spending across income groups, while categories such as pet care are much more skewed toward higher earners?

A: This is exactly where the old distinctions (e.g. essential and discretionary, premium and value) break down. Just to give you an example, household appliances are a large discretionary purchase, yet they show relatively little income divergence. Pet care is often treated as a resilient everyday expense, yet it skews toward higher earners because they are more willing to trade up to premium options.

In some major categories, higher-income households spend two to four times as much as lower-income households, while in others spending is close to even. The takeaway is that today, the label on a category tells you very little about how resilient it is or who is really driving its demand, which is why understanding the divergence within each category is so important.

Caleb Oquendo photo
Caleb Oquendo photo

Q: What do the six-month spending intentions tell us about where financial pressure is likely to show up next, particularly in dining, automotive, and beauty?

A: Spending intentions signal where a category’s customer base may be starting to shift, and they show the divide taking different forms. In dining, lower-income households are pulling back while higher-income households intend to spend more, so the pressure is landing on the more constrained end of the market. In automotive and beauty, both groups expect to spend more, but higher earners are moving faster, which means these categories are leaning increasingly on households with greater room to spend.

The wider point is that some of the most consequential movements are happening in categories that look broadly balanced today. A balanced customer base can offer false reassurance if participation is quietly narrowing underneath it.

Q: How should retailers adapt their pricing, promotions, and product assortments as lower-income consumers become more focused on price and brand trust while higher-income consumers place greater value on service and the shopping experience?

A: Value is the number one factor for every income group as everyone is value-seeking right now. What differs is the form it takes. For some it means higher quality at a higher price, for others a more pared-back offer at a lower price. Price, promotion and assortment all sit inside that, which is why a single plan rarely serves two very different customers well.

As comparison gets easier, pricing and promotional capability has to keep pace no matter who you’re serving. But keeping pace is only half of it. The more valuable work is understanding what each group actually values, whether that’s high volume at a discount, convenient sizes, or samples of new products. Often it’s the same product, priced and promoted differently.

From there it’s a question of matching the proof to the buyer. Reviews, warranties and transparent sourcing close the trust gap for a household that can’t afford to get a big purchase wrong.  Installation, concierge and white-glove service are what convert consideration into a sale at the other end. Installation, concierge and white-glove service are what convert consideration into a sale at the other end. The same split applies to loyalty, where cashback and volume rewards land with one group and service upgrades with the other. What it all comes down to is dropping the average consumer as a planning assumption and working cohort by cohort, category by category.

Q: Are these shifts primarily a short-term response to economic pressure, or do you expect they will lead to longer-term changes in how Canadians shop and how retailers approach different income groups?

What the research is clear on is that financial pressure is already changing which retail categories hold up and which do not, and that responding to it takes more than a quick fix. The common thread is a shift away from planning around one average consumer and toward looking at each category separately to see how different income groups are behaving. The retailers who spot these shifts earliest will not just avoid the risk, they will be best placed to grow. 

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Daily Synopsis: September 16, 2026

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Retail Insider
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Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 11 articles we published covering key developments in Canadian retail. Here are a couple highlights with a full list of the day’s articles thereafter.

Mine & Yours Luxury Resale, marking 13 years of operation, has evolved into a sophisticated luxury retail player with multiple stores across Canada and a deepening partnership with Holt Renfrew. TryCanadian.ca launched to help consumers easily find Canadian alternatives to U.S. brands amid ongoing trade tensions and counter-tariffs, featuring a database of over 900 companies with verified ownership and manufacturing details.

Dollarama reported a 17.6% year-over-year sales increase to over $2 billion in Q2 fiscal 2027, driven in part by a full quarter of Australian operations and growth across Canadian stores. Canadian grocery prices are projected to continue rising faster than overall inflation in the near term due to persistent pressures from meat prices, imported foods, and supply chain costs. The Downtown Yonge BIA is expanding its successful Taste of Downtown Yonge food-tour program with new weekday lunch and Sunday beverage tours to engage local workers and weekend visitors.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web will be back tomorrow.

Cozey to open first permanent Montreal store as furniture retailer expands physical footprint

By
Mario Toneguzzi
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Cozey photo
Cozey photo

Montreal-based furniture retailer Cozey is opening its first permanent store in the city, adding a 3,700-square-foot downtown showroom as the company expands its physical retail presence across North America.

The store, at 1020 Saint-Catherine St. W., is scheduled to open Sept. 24 and will carry Cozey’s full collection, including living-room furniture, bedroom pieces and mattresses.

Expanding beyond online retail

The Montreal location is part of a broader expansion that has seen Cozey increase its physical retail presence while also entering new international markets. The company says it now operates six retail locations across North America, three of which are permanent, and plans to open a flagship store in New York in early 2027.

Cozey also launched its e-commerce business in Australia earlier this year. The company says it has continued expanding its product lineup with new categories and designs as it builds its presence beyond its original digital-only model.

The Montreal showroom will include the company’s newer products, including the Cassini Sofa, described by Cozey as its first modular curved sofa, along with two sleeper designs, the Orian Sofa-Bed and Atmosphere Sleeper Sofa.

Frédéric Aubé
Frédéric Aubé
Cozey photo
Cozey photo

For founder and chief executive Frederic Aubé, the Montreal opening also marks a return to the city where the company began in 2020.

“It feels good to bring Cozey home,” he said. “The very first Cozey sofa was designed to combat the realities of Montreal living: tight staircases, compact spaces, and ultimately, what we saw was a need for furniture that works harder for modern homes and customers. To be back on the ground, permanently, where it all began, and to have the opportunity to connect with and learn more from our customers here is incredibly meaningful for us. We have a week’s worth of celebrations planned to make the most of the homecoming that it is.”

Montreal showroom

The company says the new location will give customers the opportunity to see its complete collection in person, including its latest product launches. The showroom is located on a busy street in downtown Montreal and will operate seven days a week.

Cozey’s expansion into permanent retail locations represents a shift from its digital roots, with the company increasing its investment in physical stores while continuing to sell through its e-commerce operations.

The retailer says its product development strategy is focused on expanding into new areas of the home while offering furniture that combines function, flexibility and design. The company also says its approach has been influenced by Montreal and the way people live in urban spaces.

Cozey photo
Cozey photo

The store’s regular hours will be 10 a.m. to 8 p.m. Mondays and Tuesdays, 10 a.m. to 9 p.m. Wednesdays through Fridays, and 10 a.m. to 7 p.m. Saturdays and Sundays.

Cozey has also scheduled two events as part of its opening week. An opening-night event is planned for Sept. 24 from 4 p.m. to 8 p.m., followed by a coffee and doughnut event on Sept. 26 from 10 a.m. to 7 p.m. Both events require an RSVP, with space limited, according to the company.

The Montreal store comes as Cozey continues to expand its retail network and product offering while pursuing international growth through its e-commerce business.

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Cozey photo
Cozey photo

RONA names Alain Ménard CEO as J.P. Towner moves to Sycamore Partners advisory role

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Mario Toneguzzi
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Alain Ménard (left), Senior Vice-President, RONA Affiliated Dealers, is today appointed President and Chief Executive Officer, succeeding to J.P. Towner (right), who has accepted the role of Senior Advisor with Sycamore Partners, RONA’s owner, and will also serve on RONA’s Board of Directors.
Alain Ménard (left), Senior Vice-President, RONA Affiliated Dealers, is today appointed President and Chief Executive Officer, succeeding to J.P. Towner (right), who has accepted the role of Senior Advisor with Sycamore Partners, RONA’s owner, and will also serve on RONA’s Board of Directors.

RONA inc. says Alain Ménard will become its president and chief executive officer next month, succeeding J.P. Towner, who is moving into a senior advisory role with the home-improvement retailer’s owner, Sycamore Partners.

The leadership change takes effect Oct. 1, with Towner also joining the retailer’s board of directors. The company says Towner and Ménard will continue to work closely together during the transition as the company moves into its next phase of growth.

Leadership transition

Ménard has been with RONA since January 2024, when he joined as senior vice-president of RONA Affiliated Dealers. In that role, the company says he has developed relationships across the organization while drawing on his retail experience and knowledge of the affiliated dealer model and RONA’s operations and culture.

As CEO, Ménard will focus on maintaining the momentum of recent years while advancing RONA’s strategy, according to the company.

“I am honoured to lead RONA and build on our teams’ achievements,” said Menard. “Together with the leadership team, I will focus on advancing our strategy, supporting our teams, serving our customers and strengthening our corporate stores and affiliated dealer network.”

Towner’s move to Sycamore Partners will see him work with the private-equity firm on the retailer’s strategy and provide expertise on key priorities and decisions. He will remain connected to the retailer through his position on its board.

The company said the transition follows several changes made during Towner’s three years as CEO. During that period, RONA says it united three banners under a single brand and recorded growth in its professional, or PRO, and digital businesses.

It also increased the share of its sales generated by private-label brands, introduced shop-in-shop concepts with major national brands and added new affiliated dealers, the company said.

It also cited efforts to develop what it describes as a more agile and entrepreneurial culture, improve productivity and strengthen its workplace practices.

RONA store in Halifax. Photo: RONA

Focus on growth

RONA said the leadership transition is intended to build on those initiatives as the company continues its growth strategy.

RONA operates a network of more than 425 corporate and affiliated dealer stores under the RONA+ and RONA banners. The company is headquartered in Boucherville, Que., and says it employs about 21,000 people.

The retailer has operated in Canada’s home-improvement and construction market since 1939, according to the company.

RONA said Ménard’s experience with its affiliated dealer network will be part of his focus as he assumes the CEO role, with the company emphasizing both its corporate stores and affiliated dealers as areas of continued attention.

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