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VistaPrint: 80% of small business owners are happier than being employees

Anna Tarazevich photo
Anna Tarazevich photo

A recent report by Robert Half found that one in three Canadian employers who cut jobs during early AI adoption have since reinstated those positions or very similar ones. 

The reason? AI needed more human oversight than expected. Corporate employment isn’t just under threat from AI — it’s unpredictable in both directions. 

This reinforces the core findings of VistaPrint’s recent report: when your professional stability is subject to that kind of volatility, pursuing entrepreneurship starts to look less like a risk and more like a safer bet. 

For Canadian workers, the message is becoming impossible to ignore: even the most “stable” corporate jobs are increasingly at the mercy of decisions made well above their pay grade.

But as more Canadians question whether the corporate path is worth it, the data points somewhere unexpected. VistaPrint’s latest report found that 80% of small business owners say they’re happier running their own business than when they were employees. Nearly half (46%) say they’re “much happier.” 

Dave DeSandre
Dave DeSandre

Dave DeSandre, SVP of North America, VistaPrint, discusses with Retail Insider the findings of the VistaPrint report.

Question: The data shows 80% of small business owners are happier running their own businesses than they were as employees. Is that really a mindset shift, or just a mood?

Answer: It tells us this is a mindset shift, not just a mood, and that distinction matters. A mood is reactive. What we’re seeing in the data is structural. 80 per cent of the small business owners we surveyed say they’re happier running their own business than when they were employees. Nearly half, 46 per cent, say they’re much happier. That’s a before-and-after comparison from people who have actually worked on both sides of the equation. They’re not just feeling good at the moment. They’re making a judgment call, and the verdict is clear.

What’s driving that? 54 per cent cite flexibility in their schedule as a key contributor to their happiness, and 41 per cent point to doing work they’re genuinely passionate about. The majority of Canadian entrepreneurs are telling us their satisfaction comes from how and why they work, not just what they earn. That’s a fundamental reframe of what success looks like, and it’s showing up in their confidence too. 77 per cent say they’re confident in their ability to grow over the next 12 months. These aren’t people in a defensive crouch. They’re planning for what’s next.

Q: There’s a lot of anxiety right now about AI displacing workers. Where does entrepreneurship fit into that story?

A: The AI narrative has been told almost entirely from the employee’s perspective: who’s at risk, what companies are restructuring. That’s a real story and it matters. But there’s a parallel story that isn’t getting nearly enough attention: the same technology is genuinely leveling the playing field for entrepreneurs.

Design, marketing, analytics, content creation. Capabilities that used to require entire teams or significant budgets are now accessible to a solo operator. The barrier between a one-person shop and a mid-size company has never been lower. Our data reflects this. 80 per cent of Canadian small business owners are already using AI at least monthly, and 72 per cent say it’s had a positive impact on their happiness.

That’s not a coincidence. It’s freeing up time and mental bandwidth that entrepreneurs are redirecting toward the work that actually matters to them. The AI economy has disrupted a lot, but for entrepreneurs who lean into these tools, it’s created an opening.

Amina Filkins photo
Amina Filkins photo

Q: The list of major Canadian employers making cuts keeps growing, with AI cited as a driving force.What does that wave of corporate disruption actually have to do with entrepreneurship?

A: For some it forces people to ask a question they’d been putting off. Who actually controls my future? For a long time, the implicit answer was stay at a big company and build seniority. That calculus is changing in the minds of some.

What our data captures is the other side of that reckoning. Canadians aren’t just leaving corporate environments out of frustration. They’re arriving at entrepreneurship with a clear-eyed view of what they’re getting in return: autonomy, flexibility, and the ability to make meaningful decisions about their own work.

This isn’t the honeymoon effect that fades once the reality of a business sets in. Two-thirds (67 per cent) of small business owners tell us they’re happier now than when they first opened their doors. The further people get from traditional employment, the more the decision validates itself.

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Retail theft in Canada is now a data integrity crisis—and retailers are missing the biggest risk

Vlad Deep photo
Vlad Deep photo

Retail theft has become a national issue in Canada, with provinces and major retailers pushing for tougher enforcement and new loss prevention measures this year.

But there is a blind spot in the response.

Most retailers are investing in guards, cameras and policy changes while ignoring the systems that actually track inventory and transactions in real time. The weakest point is often the mobile devices used on the floor.

What’s not being discussed:

  • Inventory data is only as reliable as the devices capturing it
  • Misconfigured or shared devices create gaps in audit trails
  • Loss prevention strategies fail when frontline tech is not controlled

Shash Anand, SVP of Product Strategy at SOTI, discusses the issue with Retail Insider.

Shash Anand
Shash Anand

Question: How is retail theft increasingly becoming a data integrity issue rather than just a security or crime problem?

Answer: Retail shrinkage isn’t just about products walking out the door; it’s about retailers losing visibility into their own operations. Historically, theft was viewed strictly through the lens of physical security. Today, it’s a data integrity crisis. Every stolen item creates a phantom inventory ripple effect. If your data says a product is on the shelf when it’s actually been stolen, your automated systems won’t reorder it. That leads to stockouts, broken supply chains, and frustrated customers.

This is a massive vulnerability when consumer expectations are at an all-time high. SOTI’s research shows that 85% of Canadian consumers want to track their orders end-to-end, and 39% shop online specifically for better product availability. If your frontline data is compromised by theft, you cannot meet those digital expectations.

The real damage of retail theft isn’t just the cost of the missing product; it’s the broken data that stops the next product from being ordered.

Q: Why are mobile devices on the sales floor emerging as a critical weak point in loss prevention strategies?

A: Mobile devices are the operational backbone of the modern storefront, used for everything from inventory checks to point-of-sale. But because they sit exactly where physical retail meets digital data, unmanaged devices become an immediate blind spot.

Retailers will spend millions on cameras, smart gates, and alarms, but entirely overlook the handheld devices their staff use every day. If a device is unmapped, running outdated software, or shared without proper login tracking, it invites human error, unauthorized access, and broken audit trails. SOTI’s research found that 53% of Canadian consumers want more technology-enhanced shopping. As retailers deploy more frontline tech to meet this demand, device security must be treated as a core loss prevention strategy, not just an IT troubleshooting ticket.

Retailers invest heavily in protecting their stores and inventory, but leave the digital back door wide open by neglecting the security of the mobile devices handling their inventory data.

Q: What risks do misconfigured or shared devices create when it comes to inventory tracking and audit trails?

A: An audit trail is only as good as its data sources. When multiple employees share a single device under a generic, unified login, operational accountability vanishes. If an item is marked as received, adjusted, or transferred between locations inaccurately, there is no way to trace the action back to a specific user. In a fast-paced retail environment, these micro-errors compound rapidly. Without strict device-level controls, you aren’t just dealing with physical shrink—you’re dealing with data decay that cripples your decision-making. 

When frontline devices use shared logins, operational accountability completely vanishes. You can’t fix inventory shrinkage if you can’t trust the audit trail of who moved the stock.

Vitaly Gariev photo
Vitaly Gariev photo

Q: Are retailers over-investing in physical security measures while under-investing in the technology that tracks inventory in real time?

A: It’s not necessarily an over-investment in physical security, but rather a failure to connect it to operational intelligence. Cameras and locked cases only treat the symptoms of theft. The most successful retailers realize that cameras and data visibility are two sides of the same coin, combining physical security measures with real-time operational intelligence. When you can identify inventory discrepancies the moment they happen, troubleshoot device issues remotely, and rely on real-time data, you don’t just mitigate loss—you actively improve the customer experience.

Q: What specific steps should retailers take to better secure frontline devices and improve the accuracy of their inventory data?

A: The roadmap to securing the modern storefront comes down to four key steps:

  1. Establish absolute visibility: You cannot secure what you cannot see. Retailers must know exactly where every device is, who is logged into it, and its current health status.
  2. Implement role-based access: Move away from generic shared logins and automate over-the-air device updates to minimize human error.
  3. Eliminate operational silos: Loss prevention, IT asset management, and inventory tracking systems need to talk to one another. Disconnected systems breed blind spots.
  4. Prioritize real-time analytics: The faster an anomaly or connectivity issue is flagged, the faster it can be resolved before it impacts the sales floor.

From SOTI’s perspective, the future of loss prevention isn’t just about locking down merchandise; it’s about building trusted, fully connected operations.

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Cozey expands in the U.S. market with Chicago pop-up (Photos)

Cozey photo
Cozey photo

Montreal-based furniture company Cozey , a North American leader in home living and furniture solutions, has opened its newest U.S. retail pop-up, moving beyond the East and West coasts and bringing its signature in-person shopping experience to Chicago in the Gold Coast neighbourhood.

Founder and chief executive Frédéric Aubé said the new pop-up store marks the latest milestone in the brand’s rapidly expanding retail strategy as the brand continues to grow its presence in high-demand markets across North America and beyond. 

Frédéric Aubé, Founder and CEO of Cozey

“Opening in Chicago is an exciting next step for Cozey,” said Aubé. “We’ve seen incredible momentum for the brand so far this year, and as we continue to scale, physical retail remains an important part of our growth and how we connect with customers. As with all our locations, we follow where the demand is and so we’re very excited to bring the Cozey experience to the city and its residents.” 

In April, he said Cozey opened a pop-up store in LA and celebrated its e-commerce launch in Australia, a significant step that marked its entry into a new international market, underscoring Cozey’s broader global ambitions.

The Chicago pop-up also follows a strong run of retail expansion across Canada and the U.S. as the retailer continues to invest in storefronts that complement its fast-growing e-commerce business and deepen customer engagement, he added.

Cozey photo

Aubé said the 5,345-square-foot pop-up will showcase a curated mix of Cozey’s most-loved and newest products, from Cozey’s signature modular seating and new modular bed system to washable rugs, storage options and more. Designed to bring the brand to life in an immersive, real-world setting, the Chicago store will offer customers an opportunity to experience Cozey’s innovative and design-forward approach to modern living, firsthand.

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Cozey photo
Cozey photo
Cozey photo
Cozey photo
Cozey photo

Daily Synopsis: Jun 19, 2026

Welcome to the Daily Synopsis by Retail Insider. We published 10 articles focusing on key movements across Canadian retail sectors.

Grocery promotions in Canada have hidden costs that contribute to food inflation as suppliers absorb losses from aggressive discounting, details appear in The Hidden Cost of Grocery Promotions in Canada. Retail sales climbed to $73 billion in April, helped by fuel sales, although underlying core retail sales fell for the second month, documented in Fuel boosts retail sales growth to $73 billion in April. Palliser Furniture’s sale to MotoMotion ends decades of Canadian family ownership and spotlights furniture manufacturing challenges, explored in Palliser Sale Marks End of an Era for Canadian Furniture Manufacturing.

Luxury retail growth continues as Hermès plans its first Alberta standalone store on Calgary’s Stephen Avenue, revealed in Hermès to Open Standalone Store on Calgary’s Stephen Avenue. Meanwhile, Empire Co. Ltd. is advancing expansion through 70 new stores focused on discount grocery under FreshCo to meet value-driven consumer demand, detailed in Empire Co. Ltd. CEO Charts Growth Strategy with Discount Focus. Retail Insider also published coverage on Indigenous education support from Miik and Cheekbone Beauty’s joint event, and Factor Meals growing its Calgary distribution centre for nationwide meal delivery.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

Hermès to Open Standalone Store on Calgary’s Stephen Avenue

Future Hermes store (former HSBC Bank) at 407 8 Avenue SW in Calgary. Photo: Mario Toneguzzi

Hermès is planning to open its first standalone Alberta store on Calgary’s Stephen Avenue, a major expansion for the French luxury retailer that further strengthens downtown Calgary’s position within Canada’s luxury retail landscape.

Retail Insider has learned that Hermès has secured a location at 407 8th Avenue SW, where the company is expected to open a boutique of between 5,000 and 6,000 square feet. The store is anticipated to open in 2028.

The move represents a dramatic increase in the brand’s presence in Alberta. Hermès currently operates a concession of approximately 1,300 square feet within Holt Renfrew’s downtown Calgary store, where it has maintained a presence since 2009.

Retail Insider has also reviewed an internal Holt Renfrew communication advising staff that Hermès has signed a deal to take over the former HSBC space on Stephen Avenue. The communication notes that the move is not expected until 2028 and that Hermès Beauty will continue to be available at Holt Renfrew after the boutique opens.

Hermes concession at Holt Renfrew in downtown Calgary. Photo: Mario Toneguzzi

From Concession to Standalone Boutique

Founded in Paris in 1837, Hermès is one of the world’s most prestigious luxury brands, known for its leather goods, silk scarves, ready-to-wear collections, watches, jewellery, fragrances and home furnishings.

The Calgary project represents more than a relocation.

For more than 15 years, Hermès has served Alberta customers through Holt Renfrew. The planned boutique will increase the brand’s footprint several times over, creating a dedicated environment capable of showcasing a broader range of merchandise and services.

The store will be the only Hermès location in Alberta and will place Calgary alongside Toronto and Vancouver as one of only three Canadian cities with a standalone Hermès boutique. Hermes also operates a concession at Holt Renfrew Ogilvy in downtown Montreal.

Downtown Calgary. Click image for interactive Google Map
Inside the Hermes concession at Holt Renfrew in downtown Calgary. Photo: Mario Toneguzzi

A Different Path for Calgary Luxury Retail

What makes the project particularly noteworthy is where Hermès has chosen to invest.

For decades, Holt Renfrew anchored Calgary’s luxury retail market. As luxury retail expanded in the city, some brands gravitated toward CF Chinook Centre, which emerged as Calgary’s dominant luxury shopping destination. International brands including Louis Vuitton, Burberry and Tiffany & Co. established dedicated boutiques there, helping transform the centre into one of Canada’s leading luxury retail hubs.

Future luxury expansion in Calgary appeared likely to follow that pattern. Hermès has chosen a different path.

Rather than establishing a boutique within a regional shopping centre, the company is investing in a street-front location in the heart of downtown Calgary. The decision reinforces Stephen Avenue’s luxury retail presence and suggests that Calgary’s luxury market is becoming increasingly sophisticated, with the potential to support multiple high-end retail districts.

In larger luxury markets such as Toronto and Vancouver, luxury retail is distributed across both premier shopping centres and established urban shopping streets. Calgary has historically been more concentrated. The Hermès investment signals that the city’s luxury retail landscape may be entering a new phase.

The Chanel concession at Holt Renfrew in Calgary spans 2,900 square feet — with the exit of Hermes from Holt Renfrew in 2028, Chanel could theoretically expand to about 4,200 square feet on one level. Photo: Mario Toneguzzi

Stephen Avenue’s Momentum Continues

The choice of Stephen Avenue is central to the story.

The boutique’s future location sits roughly a block from Holt Renfrew along one of Calgary’s most recognizable commercial corridors.

The area has undergone considerable change in recent years. Public infrastructure projects, streetscape improvements, downtown revitalization initiatives and office-to-residential conversion programs have all contributed to renewed investment in the city’s core. At the same time, Stephen Avenue has strengthened its position as one of Calgary’s leading restaurant and hospitality districts.

The anticipated 2028 opening date reflects the long-term nature of luxury retail investment. Global luxury brands often plan stores years in advance, evaluating present conditions as well as the future trajectory of a neighbourhood or city.

By the time the boutique opens, downtown Calgary is likely to look very different than it does today.

Toronto-based brokerage DWSV represents Hermès in Canada. Founded by David Wedemire and Stan Vyriotes, the firm has been involved in numerous luxury retail transactions across the country.

The new boutique will occupy space formerly associated with an HSBC branch, bringing one of the world’s most recognizable luxury brands to a prominent Stephen Avenue address.

Hermès’ departure will also create approximately 1,300 square feet of additional space within Holt Renfrew’s Calgary store. While there has been speculation regarding how that space could ultimately be utilized, no plans have been confirmed.

Building permit for the future Hermes store in downtown Calgary, taking over a space formerly occupied by HSBC Bank. Photo: Mario Toneguzzi
Chanel boutique at Holt Renfrew in downtown Calgary. Photo: Mario Toneguzzi
Hermes concession at Holt Renfrew in downtown Calgary. Photo: Mario Toneguzzi
Future Hermes store (former HSBC Bank) at the base of 407 8 Avenue SW in Calgary. Photo: Mario Toneguzzi

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How to Manage Bulk Files in Retail for More Effective Operations

Retail operations run on paperwork that rarely arrives one document at a time. Vendor catalogues, planograms, store audits, shift schedules, supplier contracts, and compliance checklists tend to land in batches, often as oversized PDFs or zipped folders that nobody has time to sort through manually. When a regional manager opens a 200-page supplier pack on a Monday morning, the bottleneck is not the content itself but the fact that every store needs only a slice of it.

Effective bulk file management is what separates store teams that act quickly from those that drown in attachments. Operations leads who handle high document volume increasingly rely on a browser-based PDF splitter to carve master documents into store-specific packets without printing a single page. The goal is simple: get the right pages to the right people, in the right format, with the smallest possible delay between head office and the sales floor.

Why Bulk Document Volume Hurts Retail Margins

Document friction costs retailers in three places: labour hours, decision speed, and compliance risk. When a district manager spends ninety minutes reformatting a vendor file before forwarding it to twelve store managers, that time comes directly out of customer-facing work. Multiply that across regions, and a single weekly task quietly absorbs hundreds of hours per quarter.

The pain is not only about time. It also shows up as an inconsistency. When each manager edits and re-saves the same source file, version drift creeps in, store packets stop matching head office records, and audits get harder. A centralized approach to bulk document handling reduces both the labour and the discrepancies.

Building a Repeatable Bulk File Workflow

A repeatable workflow starts by treating documents the same way retail treats inventory: with intake, sorting, distribution, and confirmation.

  1. Intake: Centralize all incoming vendor and HQ files in one cloud folder, not individual inboxes.
  2. Sort: Label files by document type, region, and validity window so they can be filtered later.
  3. Split or merge: Break master packs into store-level packets, or combine related files into one PDF per recipient.
  4. Fill and sign: Route fillable forms and acknowledgments through eSignature instead of printed paper.
  5. Distribute: Share via secure links with view or edit permissions matched to the role.
  6. Archive: Keep a clean, dated copy of every distributed packet for audit trails.

Teams that lock in these six stages tend to cut document turnaround from days to hours, because no one waits for a single person to manually forward files anymore.

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Splitting, Merging, and Distributing Without Printing

The most common bulk-file scenario in retail is taking one master document and producing many smaller ones. A 300-page promo guide may contain ten regional sections, each of which needs to land with a different district lead. A practical guide to breaking a PDF into multiple files by page range, bookmark, or chapter helps operations teams turn this into a five-minute task instead of an afternoon project. The same logic works in reverse when stores submit weekly audit pages that need to be merged into a single regional report.

Browser-based tools matter here because store managers should not need IT tickets to open a PDF, extract pages, and forward the result. Such services let users edit, split, merge, redact, and share documents from any device with a connection.

Comparing Manual Versus Streamlined Bulk Handling

It helps to see the difference between the legacy approach and a streamlined one before committing to process changes. The table below summarizes how each stage of a bulk-document workflow changes when retailers shift to a smarter document management strategy:

StageManual ApproachStreamlined Approach
IntakeFiles scattered across inboxesSingle cloud folder per category
SplittingPrint and re-scan sections (for scanned PDFs)Split by page range in the browser
SigningPrint, sign, scan, email backSend for eSignature in one click
DistributionEmail attachments per storeSecure shared links per role
ArchiveLocal drives, hard to auditCentralized library with timestamps

The takeaway is straightforward: streamlining each stage compounds the savings. Even one upgraded step, such as eSignature on weekly compliance forms, frees hours that can be returned to merchandising and customer service.

Common Mistakes Retail Teams Should Avoid

Even well-intentioned bulk workflows fail when teams skip small but important habits. Operations leaders rolling out a new document process should watch for the following pitfalls so the system stays clean as document volume grows across stores and seasons:

  • Sharing master files instead of store packets, which forces managers to hunt for their pages
  • Skipping redaction on supplier contracts before forwarding to stores, exposing pricing or contact data
  • Mixing final and draft versions in the same folder without dating them
  • Relying on email attachments when files exceed inbox limits or get blocked
  • Forgetting to archive signed forms, which makes audits painful months later.

Avoiding these five missteps keeps the bulk workflow lean. With a clear intake folder, consistent splitting and merging, and eSignature replacing paper, retail operations teams gain back the hours that paperwork used to swallow.

The Category Retailers Ignored Until Margins Improved

Walk into any major home goods retailer right now and you’ll see something that wasn’t there two years ago. End caps filled with statement lighting. Full aisles dedicated to fixtures. Even impulse displays near checkout.

What changed? The margins finally made sense.

Lighting used to be a low-priority category. Functional, sure, but not profitable enough to justify prime floor space. Then production costs dropped, import logistics improved, and consumer behavior shifted online. Retailers noticed people were researching fixtures digitally but still wanted to see them in person before buying. That’s when the category went from afterthought to strategic focus.

Why Lighting Became a Retail Priority

The numbers told the story first. According to the American Lighting Association’s 2025 retail report, decorative lighting sales grew 34% year over year in Q4 2025, outpacing nearly every other home category. Retailers who expanded their lighting assortments saw basket sizes increase by an average of $47 per transaction compared to those who didn’t.

The shift wasn’t just about demand. It was about margin structure. Decorative fixtures carry better margins than basic replacements. A builder grade ceiling mount might net 18% after MarkDown. A statement piece can hit 45% or higher, especially when retailers curate around trending styles that move quickly.

That’s where fixtures like a well designed bubble light chandelier started showing up in big box stores. These weren’t utility products. They were visual merchandising anchors that pulled customers into the aisle and created aspiration around an otherwise boring category. When shoppers see something that looks like it belongs in a design magazine, they stop. And when they stop, they browse the whole section.

The Merchandising Model That Made It Work

Retailers didn’t just add more SKUs. They rethought how lighting was presented. Instead of organizing by wattage or socket type, they started building lifestyle vignettes. Kitchen setups. Bedroom styling. Home office displays.

The strategy worked because it solved a customer problem. Most people don’t know what fixture goes where. They know what feeling they want. Retailers who built displays around that emotional outcome saw conversion rates double in some categories. Data from the National Retail Federation shows that experiential displays increased lighting category conversion by 58% compared to traditional fixture racks.

Placement mattered too. Lighting moved from the back corner near electrical supplies to high-traffic zones. Some chains put curated fixture collections near furniture. Others placed them adjacent to paint and wall decor. The logic was simple. If someone’s redecorating, they’re thinking about the whole room, not just one element.

What Worked on the Floor

Not every lighting style performs equally. Retailers learned quickly which designs moved and which sat. Mid-century shapes did well. Anything with visible bulbs or industrial detailing sells consistently. Oversized fixtures for dining rooms and entryways became anchor pieces that justified larger purchases.

But the surprise category was accent lighting. Small-scale pieces that customers bought on impulse. Things like sculptural desk lamps or decorative bedside fixtures that didn’t require installation. When merchants introduced more options like a sleek table lamp with glass details positioned near home office furniture, attachment rates jumped. People were already buying a desk or chair. Adding a $60 lamp felt like finishing the look, not an extra expense.

Target and West Elm both reported in early 2026 that their tabletop lighting categories outperformed expectations by over 20%. The key was positioning them as decor, not utilities. Instead of asking “do I need a lamp,” customers asked “does this fit my style.”

How Independent Retailers Adapted

Big box stores had buying power, but independent retailers had flexibility. Smaller shops couldn’t compete on price, so they focused on curation and service. They carried fixtures you couldn’t find at the chain down the street. They offered installation referrals. Some even started staging rooms in the store to show how lighting changed a space.

This approach worked in markets where consumers valued expertise over convenience. According to Lighting Magazine’s Q1 2026 survey, independent retailers captured 23% of the decorative lighting market despite representing less than 12% of total retail square footage. Their advantage was knowledge. Staff could answer questions about lumens, color temperature, and dimming compatibility. That mattered when customers were spending $200 or more on a single fixture.

The challenge for independents was inventory risk. Carrying enough variety to seem relevant without overextending cash flow required careful planning. Many partnered with distributors who offered consignment or fast reorder windows. Others focused on a narrower style range and became known for it. If you wanted farmhouse lighting, you went to one shop. For a modern minimalist, another.

Where the Category Is Headed

Retailers aren’t done experimenting with lighting. The next phase is about integration. Smart fixtures that work with voice assistants and app controls are moving from specialty stores to mainstream assortments. Pricing is dropping fast. What cost $180 in 2024 is under $90 now for comparable functionality.

Expect to see more collaboration between lighting brands and furniture retailers. IKEA’s already doing it with their TRÅDFRI line. Wayfair’s bundling fixtures with room packages. The goal is to reduce friction. When someone buys a dining table, suggesting a matching chandelier becomes automatic, not optional.

Sustainability is starting to show up in messaging too. LED adoption is near universal, but now retailers are highlighting recyclable materials, low-waste packaging, and energy certifications. It’s not the primary purchase driver yet, but it’s becoming table stakes for premium segments.

Practical Takeaways for Retail Buyers

If you’re sourcing lighting for retail, focus on versatility first. Fixtures that work in multiple settings move faster than hyper-specific designs. A simple pendant works in a kitchen, entryway, or bedroom. A highly ornate baroque chandelier only works in one type of home.

Pay attention to finish trends. Matte black and brushed brass are still strong. Chrome is softening. Anything too trendy risks markdowns in six months. Stick with finishes that photograph well for online listings because most customers research before they visit.

Don’t underestimate installation anxiety. Fixtures that require hardwiring scare off DIY customers. Anything plug-in or easily swappable has a wider audience. If you’re carrying hardwired pieces, make sure your staff can confidently explain installation or provide referrals.

Frequently Asked Questions

Why did retailers wait so long to prioritize decorative lighting?

Margins weren’t there until recently. Import costs dropped, manufacturing efficiency improved, and consumer willingness to spend on home decor increased post-pandemic. Once the unit economics worked, retailers moved quickly to capture the category.

What makes a lighting fixture successful on the retail floor?

Three things: visual impact, versatility, and clear differentiation from what’s available online. Shoppers want to see scale and finish in person. If your fixture looks identical to the $40 version on Amazon, it won’t move at $120 in store. Unique design or premium materials justify the markup.

Are smart lighting fixtures worth stocking for smaller retailers?

Only if you can support them, smart fixtures require more customer education. If your staff can’t explain setup, compatibility, and troubleshooting, you’ll get returns. Larger retailers can absorb that cost. Smaller shops should focus on what they can service well.

How do you merchandise lighting without overcrowding the space?

Vertical displays work better than spreading fixtures across multiple aisles. Use height variation to show different styles without eating floor space. Lifestyle vignettes need less square footage than you think. A six-foot section can showcase a full room concept if it’s styled intentionally.

Final Thoughts

Lighting went from a fill-in category to a margin driver because retailers finally treated it like furniture. They curated it, styled it, and gave it space that reflected its value to customers. The stores that figured this out early are seeing the payoff now. The ones still treating fixtures like commodities are wondering why the category isn’t performing.

The lesson isn’t complicated. When you sell aspiration instead of function, people spend more. That works for lighting. It works for most of home goods. Retailers just needed the margins to justify the effort. Now that they have them, expect this category to keep growing.

From The Desk: Canadian Retail Evolution Through Innovation, Expansion, and Experience

This week’s retail news highlighted an industry balancing change and opportunity. From the end of a chapter in Canadian furniture manufacturing to major investments in luxury retail, experiential concepts, and new store openings, retailers continue to adapt to evolving consumer expectations and economic pressures.

A common theme across many of this week’s stories was the growing importance of experience, community, and differentiation. Retailers are investing in stores that offer more than transactions, creating environments designed to build customer loyalty and engagement. At the same time, businesses are navigating cost pressures, supply chain uncertainty, and cautious consumer spending while pursuing targeted expansion opportunities. The result is a retail landscape where innovation, strategic growth, and strong customer connections are becoming increasingly important for long-term success.

Retailer News

The acquisition of Palliser Furniture by MotoMotion marks a poignant end to over 80 years of family ownership in Canadian manufacturing. This transaction highlights the pressures facing domestic production amid global competition and rising costs and also raises critical questions for retailers and commercial real estate players about supply chain stability, dealer support, and the viability of Canadian-made furniture as a market differentiator.

Luxury retail is clearly evolving in Canada, demonstrated by Hermès’ plans for a standalone Alberta store on Stephen Avenue in Calgary. The move from a small concession model into a prestigious larger downtown location indicates both maturing markets and shifting luxury geographies, emphasising the importance of prime urban real estate for high-end retail. Similarly, Canada Goose’s new concept store in Vancouver’s Oakridge Park is a paradigm for experiential luxury, blending art, heritage, and expanded product categories to create a deeply immersive retail environment that goes beyond transactional shopping.

Innovation in creating socially vibrant retail spaces comes from Ruby Liu’s TM Wander at Tsawwassen Mills, which integrates food, entertainment, and cultural experiences to revitalize traditional shopping centres into community-centred hubs. This approach reflects a strategic pivot toward creating places where retail is embedded in local lifestyles, a response to growing consumer demand for connection and authenticity.

In a similar vein, the nostalgia-infused Zellers store in Toronto revives beloved brand elements like kiddie rides and a diner on wheels to appeal to budget-conscious shoppers while blending heritage with modern retail trends. This deliberate mix of value and experience suggests a cautious but promising path for Zellers’ further expansion. Across sectors, from the emerging Modern Ambition stores in key cities to Foodtastic’s acquisition of Kinton Ramen, the emphasis is on strategic, experience-driven growth targeting premium and rapidly evolving market segments.

Consumer spending data continues to reflect a complex economic environment. Statistics Canada points to nominal retail sales growth bolstered primarily by fuel sales rather than discretionary goods, revealing hidden constraints on consumer wallets despite the uptick. Meanwhile, RBC’s report on Canadian cardholder spending underscores cautious discretionary spending growth in apparel and a plateau in essentials, influenced by persistently high fuel prices. This nuance challenges retailers to balance demand forecasting with careful site and format planning amid tightening consumer budgets.

Food retail giant Empire Company posted solid fiscal 2026 numbers, with $31.95 billion in sales and a 27% adjusted earnings growth, led by FreshCo’s discount banner expansion. Their plan to open 15 FreshCo stores regionally next year, detailed in their financial update, signals a broader trend towards value-focused retail formats capturing price-sensitive shoppers. Specialty apparel also shows pockets of resilience: Groupe Dynamite enjoyed 37% revenue growth and a four-year high gross margin in Q1 2026, highlighting how premium locations and optimized real estate contribute to profitability. Similarly, Reitmans posted modest revenue gains reflective of operational efficiencies and new store concepts navigating a challenging consumer climate.

Retailer People News

On the leadership and brand development front, Toronto-based Love Ur Curls founder Sahar Saidi is spearheading physical retail expansion after nearly a decade of DTC success. This move exemplifies how digitally native brands are strategically leveraging their online momentum to enter and thrive in offline specialty channels, capturing new audiences and broadening distribution in established retail environments.

Retailer Op-Eds

The retail sector’s operational and strategic pressures are well captured in recent opinion pieces. Sylvain Charlebois offers a critical analysis of the hidden costs borne by grocery suppliers due to promotional practices, urging scrutiny into promotional strategies that may be exacerbating food inflation. This holds considerable weight for retailers and suppliers negotiating pricing and promotional frameworks amid ongoing consumer price sensitivity.

Supply chain challenges persist despite headlines of political relief. The reopening of the Strait of Hormuz masks ongoing bottlenecks and stranded vessels, with Scandiweb’s opinion highlighting continued disruptions and the need for retailers to modernize logistics visibility and systems. Meanwhile, the retail workforce faces intensified risk management challenges as employee experience evolves into a critical operational focus; strategies to address burnout, psychological safety, and communication must become integral to minimizing business risks, as discussed in a recent analysis on retail risk.

Editor’s Take

This week’s stories reflected a retail industry adapting to changing consumer expectations while navigating a challenging economic environment. From the sale of Palliser Furniture and ongoing shifts in Canadian manufacturing to major investments by luxury retailers and shopping centre owners, businesses are continuing to reposition themselves for long-term growth.

Several stories pointed to the growing importance of experience as a competitive advantage. Whether through Ruby Liu’s vision for TM Wander, Zellers’ nostalgic store opening in Toronto, or luxury retailers creating highly curated physical environments, retailers are increasingly focused on giving consumers reasons to visit stores beyond making a purchase. As consumers become more selective with their spending, retailers are looking to create stronger emotional connections and memorable in-person experiences.

The week also highlighted the continued divide between value and premium retail. Grocery operators are pursuing discount growth to attract cost-conscious shoppers, while luxury brands such as Hermès and Canada Goose are investing in prominent locations and elevated store concepts. Despite serving different customer segments, both approaches reflect a common goal: delivering a clear and differentiated value proposition.

At the same time, retailers continue to face pressures tied to costs, supply chains, and economic uncertainty. Companies that can adapt quickly, invest strategically, and maintain strong connections with customers appear best positioned to succeed. Taken together, this week’s developments suggest that Canada’s retail sector remains resilient, with growth opportunities emerging for businesses willing to evolve alongside changing consumer behaviours.

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The Hidden Cost of Grocery Promotions in Canada

A grocery store in Alberta. Photo: Craig Patterson

For years, Canadians have been told that food inflation is driven by weather, labour shortages, transportation costs, global conflicts, exchange rates, and climate events. All of those factors matter. But there is another contributor to rising food prices that rarely receives public attention: the way some grocery promotions are funded.

Consumers love promotions. A 10% discount advertised in a weekly flyer appears to be a win for everyone. Shoppers save money, retailers attract traffic, and manufacturers gain visibility. At least that’s the theory.

The reality can be very different.

Consider a common practice known in the industry as forward buying. A retailer decides to feature a product at a 10% discount for one week. Instead of purchasing only the quantity needed for that promotional period, the retailer orders enough inventory to cover several months of sales while demanding the promotional discount on the entire purchase.

The product is then sold at regular price for most of those months. The retailer enjoys the benefit of the discounted purchase long after the promotion has ended.

Who pays for it? The manufacturer.

What consumers often don’t realize is that promotional discounts are frequently calculated based on the retail shelf price, not the wholesale price paid to the supplier.

Suppose a product sells for $10 at retail. A 10% promotion represents a $1 discount. If the manufacturer sells that product to the retailer for $4.65, that $1 deduction actually represents more than 21% of the manufacturer’s revenue on that item.

In other words, what appears to be a modest 10% promotion for consumers can become a 20% or greater financial hit for the supplier.

Manufacturers are not charities. Nor should they be expected to absorb losses indefinitely.

When these practices become widespread, suppliers have only a few options. They can accept shrinking margins, reduce investment in innovation, cut costs elsewhere, shrink package sizes, or increase prices. Most choose some combination of the latter two.

The result is entirely predictable: consumers eventually face higher prices or smaller products.

This is why Ottawa’s latest review of competition in Canada’s food sector should look beyond concentration ratios and grocery market shares. Competition is not just about how many retailers operate in a market. It is also about how power is exercised within commercial relationships.

A retailer does not need to own the entire market to exert significant influence over suppliers. Sometimes market power reveals itself through purchasing practices, promotional requirements, listing fees, penalties, and contractual arrangements that suppliers cannot realistically refuse.

Smaller manufacturers are particularly vulnerable. A multinational food company may have the scale to negotiate better terms. A regional processor, family-owned food company, or emerging brand often does not. For them, losing access to a major retailer can be catastrophic.

This is precisely why the Grocery Code of Conduct was created. The Code aims to promote transparency, fairness, and predictability in supplier-retailer relationships. It recognizes that power imbalances exist and that healthier commercial relationships ultimately benefit consumers.

But the Code alone cannot answer a larger question: How much are these practices costing Canadians?

The Competition Bureau should investigate. Not because promotions are inherently anti-competitive, but because they may distort how costs are distributed across the food supply chain. If suppliers routinely raise prices to offset promotional demands, then practices designed to create the appearance of savings may be contributing to inflation over the long run.

Ironically, Canadians spend enormous amounts of time debating grocery profits while paying relatively little attention to the mechanics that shape prices before products ever reach store shelves.

The food industry is notoriously secretive. Many suppliers are unwilling to speak publicly for fear of commercial repercussions. Yet if Ottawa genuinely wants to understand why food remains expensive in Canada, it needs to hear from those manufacturers behind closed doors.

The answer may not be found in the checkout lane. It may be hiding in the promotion calendar.

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Fuel boosts retail sales growth to $73 billion in April: Statistics Canada

Andrea Piacquadio photo
Andrea Piacquadio photo

Retail sales increased 0.5% to $73.0 billion in April. Sales were up in five of nine subsectors, led by increases at gasoline stations and fuel vendors, reported Statistics Canada on Friday.

Core retail sales, which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers, were down 0.7% in April. In volume terms, retail sales were unchanged in April, said the federal agency.

Statistics Canada also provided an advance estimate of retail sales, which suggests that sales increased 1.0% in May.

RDNE Stock project photo
RDNE Stock project photo

The largest increase in retail sales in April was observed at gasoline stations and fuel vendors (+5.1%). In volume terms, sales at gasoline stations and fuel vendors rose 0.8% in April, noted Statistics Canada.

“Following a decline of 0.1% in March, sales at motor vehicle and parts dealers were up 1.7% in April. The increase was led by sales at new car dealers (+1.8%), which posted a fourth consecutive monthly gain. Sales were also up at used car dealers (+5.1%) in April after recording a decline of 4.2% in March,” it said.

Core retail sales fell 0.7% in April, posting their second consecutive monthly decline. The decrease was led by lower sales at food and beverage retailers (-2.0%) and general merchandise retailers (-1.7%). In April, sales also declined at sporting goods, hobby, musical instrument, book, and miscellaneous retailers (-1.5%), down for a second consecutive month. The largest increase in core retail sales came from building material and garden equipment and supplies dealers, which increased 3.3% in April after decreasing 4.5% in March, explained Statistics Canada.

The report said retail sales increased in six provinces in April and the largest provincial increase in dollar terms was observed in Ontario (+0.5%), led by higher sales at motor vehicle and parts dealers. In the census metropolitan area of Toronto, retail sales fell 1.0%.

In Alberta, retail sales were up 1.3% in April on higher sales at gasoline stations and fuel dealers. The largest provincial decrease in retail sales in April was observed in Manitoba (-1.8%). This decrease was led by lower sales at motor vehicle and parts dealers, added the federal agency.

On a seasonally adjusted basis, retail e-commerce sales decreased 1.2% to $5.1 billion in April, accounting for 7.0% of total retail trade, compared with 7.1% in March.

Maria Solovieva
Maria Solovieva

Maria Solovieva, Economist, TD, said: “April’s report suggests that inflation continued to support nominal retail sales, while underlying demand remained subdued. Core retail sales contracted for a second consecutive month, indicating that consumers are becoming more selective in their spending as higher energy prices continue to eat into household budgets.

“With higher energy prices weighing on purchasing power through much of the quarter, we expect consumer spending growth to moderate to a +0.5% q/q annualized pace in Q2, following the more robust +1.5% recorded in Q1. Energy prices have begun to retreat in June, which should provide some relief to household budgets and help support a firmer pace of private domestic demand in the second half of 2026

Andrew Grantham
Andrew Grantham

“Today’s data provided further evidence that high gasoline prices were cutting into households’ ability to spend in other areas over the spring. While headline retail sales posted a seemingly solid 0.5% gain in April (consensus 0.6%), that nominal figure was flattered by higher gasoline prices. Core sales (ex auto and gasoline) fell 0.7% on the month, while overall sales volumes were unchanged.  As well as the partly price-driven increase at gasoline stations, auto sales also rose on the month, as did sales at building material stores. Acting as an offset, food & beverage, general merchandise and sporting goods retailers all saw declines in sales. The advance estimate for May pointed to a 1% increase in headline nominal sales, although with gasoline prices rising during that month as well, that figure will also look softer in volume terms,” said Andrew Grantham, Senior Economist, CIBC Capital Markets.

“Overall, the volume of consumer goods spending appears to be stalling in the second quarter following a strong start to the year, with high pump prices cutting into household spending on more discretionary items. However, the recent decline in gasoline prices, combined with expanded household benefits paid by the Federal government, should support a pick-up in spending again during the second half of the year. “

Shelly Kaushik
Shelly Kaushik

Shelly Kaushik, Senior Economist, BMO Capital Markets, said: “Canadian consumers are hanging in through the energy price shock by pulling back on spending for other items. As prices start to normalize, we expect to see consumer spending recover through the rest of the year.”

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