Home Blog Page 516

Canada Faces Trade Shock as Trump Tariffs Threaten CUSMA

President Donald Trump arrives to speak at the 2025 House Republican Members Conference Dinner at Trump National Doral Miami in Doral, Fla., Monday, Jan. 27, 2025. (AP Photo/Mark Schiefelbein)

The looming tariffs against Canadian and Mexican exports to the United States are not just another round of trade skirmishes. They may well signify the beginning of the end for Bretton Woods-era multilateralism, the rules-based global trade order that has underpinned international commerce since 1944. Now that Donald Trump is back in the White House, his administration is doubling down on policies that favour economic nationalism, marking a definitive departure from global trade as we know it.

For Canada, this shift is seismic. American tariffs on Canadian and Mexican products, including agri-food exports, could dismantle what remains of the Comprehensive US-Mexico-Canada Agreement (CUSMA). Trump sees trade as a zero-sum game, where the U.S. has been taken advantage of for decades. The imposition of tariffs is not about fixing a broken system; it’s about reshaping the global trade order to bolster American industries, gain negotiation leverage, and appeal to his political base. Even if Canada retaliates with 500% tariffs, it would be irrelevant to Trump’s calculus. The objective is power exercising it, consolidating it, and using it to rewrite trade relationships on U.S. terms.

The End of Multilateralism?

Since the signing of CUSMA in 2020, Canada has operated under the assumption that trade relations with the U.S. would remain relatively stable. But with tariffs now being used as a key policy tool, expect a shift toward bilateral agreements where the U.S. dictates terms to individual nations rather than negotiating in multilateral forums. In such a scenario, Canada’s bargaining power weakens significantly. The U.S. market is the backbone of Canada’s agricultural exports, with nearly 60% of total agri-food exports destined for American consumers. A tariff war would force Canadian producers to absorb higher costs, pass them on to consumers, or search for alternative markets—none of which are ideal outcomes.

For Canadian farmers and food processors, the impact is immediate and brutal. Higher tariffs on products like beef, pork, produce and grains erode competitiveness in the U.S. market, shrinking margins for producers already grappling with inflation, labour shortages, and supply chain disruptions. The agri-food sector, which has thrived under integrated North American supply chains, must now recalibrate.

Alternative markets in Europe and Asia offer some opportunities, but they come with logistical challenges and regulatory hurdles that make them far less attractive than the U.S. The notion that Canada could simply pivot away from the American market is a fantasy; the economic and geographic realities dictate otherwise. Meanwhile, Mexico, facing similar tariffs, could turn to other partners like China, deepening the divide between North America’s economies.

The most concerning aspect of this shift is how ill-prepared Canadian policymakers appear to be. There is little indication that Ottawa fully grasps the scale of the transformation underway. Instead of scrambling to counteract tariffs with proactive trade diplomacy, we see Canadian leaders clinging to a multilateralism that Trump’s policies are designed to dismantle. Retaliatory tariffs, though politically necessary, are a blunt instrument that won’t deter Washington from its broader objective: reshaping trade to serve U.S. interests first and foremost.

The Future of CUSMA

With tariffs becoming the norm rather than the exception, CUSMA itself could become obsolete. Trump has long viewed NAFTA (and by extension, CUSMA) as a bad deal for the U.S. His administration is likely to seek to replace it with one-on-one agreements, where the U.S. can leverage its economic might to extract concessions from Canada and Mexico individually. The days of structured dispute resolution and trade predictability may be numbered.

Addressing Interprovincial Trade Barriers

Canada cannot afford to ignore the deep inefficiencies within its own borders. Interprovincial trade barriers remain a self-inflicted wound that weakens the country’s economic resilience. While Ottawa scrambles to respond to U.S. tariffs, businesses still struggle to move goods freely between provinces due to archaic regulations. If Canada hopes to offset the damage of external trade shocks, it must first dismantle these internal obstacles. A unified, efficient domestic market is the best foundation for strengthening international trade partnerships.

The agri-food sector must prepare for a future where trade uncertainty is the status quo. Canadian producers will need to invest in diversification strategies, expanding into non-traditional markets, even if doing so is costly. Domestic policymakers, meanwhile, must shift their mindset from damage control to proactive trade positioning. Simply reacting to U.S. tariffs won’t be enough; Canada must build stronger alliances beyond North America and push for new trade agreements that mitigate reliance on the U.S.

Trump’s tariffs are not just a policy shift; they are a fundamental restructuring of global trade dynamics. If Canada fails to adapt, our agri-food industry—and the broader economy—will bear the consequences.

More from Dr. Sylvain Charlebois:

Lunar New Year Boosts Retail Sales Across Canada

Enormous snake display for Lunar New Year at Toronto's Yorkdale Shopping Centre. Photo: Yorkdale

Retailers and shopping centres across Canada are marking the Lunar New Year with grand displays, exclusive merchandise, and immersive experiences aimed at attracting shoppers. With January typically being a slower sales month after the December holiday season, Lunar New Year provides an opportunity for retailers to drive traffic and increase spending.

Entrepreneur Jingjing Zheng, founder of BEYOO and Hexie Digital, has observed the growing influence of Lunar New Year celebrations among retailers. “Retailers are using this opportunity to capture festive celebrations while encouraging consumers to shop. Asian consumers often buy new clothing, symbolic red items, and gifts for family members. Red socks and red underwear are particularly popular purchases,” says Zheng.

Jingjing Zheng

She notes that many shopping centres in Canada have incorporated cultural elements such as calligraphy workshops, food tastings, and craft stations to enhance the shopping experience. “Lots of malls organize family-friendly events with calligraphy, traditional snacks, and exclusive promotions. This festive atmosphere draws in both Asian and non-Asian shoppers who are eager to take part in the celebrations,” she adds.

Retailers Introducing Exclusive Lunar New Year Promotions

Luxury retailers such as Holt Renfrew and Harry Rosen, along with major shopping centres operated by Cadillac Fairview (CF) and other landlords, are launching exclusive promotions tied to the holiday. Holt Renfrew, for example, is offering a special gift card promotion where shoppers who spend $800 or more will receive a bonus gift card.

Retailers are also integrating WeChat Pay and AliPay into their payment systems to accommodate Chinese consumers. Yorkdale Shopping Centre, for instance, allows shoppers to use these platforms for transactions up to $10,000 CAD per day through its gift card service, which can be redeemed at any of the mall’s 270 retailers.

Lunar New Year display at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Craig Patterson
Lunar New Year display at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Craig Patterson

The Impact of Lunar New Year on Retail Spending in Canada

While Canada has yet to see pre-pandemic levels of Chinese tourism, local communities are driving Lunar New Year spending. Cities like Markham, Ontario, and Richmond, British Columbia, with high concentrations of Asian residents, often experience notable increases in retail activity during this time.

“There is still a lot of shopping activity happening locally. While international tourism from China hasn’t fully rebounded, retailers are targeting local communities who celebrate the holiday,” says Zheng.

According to industry analysts, spending trends indicate that Lunar New Year promotions contribute to a significant retail boost. Major retailers such as La Maison Simons, Lululemon, and Michael Hill have introduced special Lunar New Year collections, while luxury brands continue to launch exclusive zodiac-themed merchandise to appeal to affluent shoppers.

Golden Gateway for Lunar New Year at Toronto’s Yorkdale Shopping Centre. Photo: Yorkdale

Yorkdale Shopping Centre’s Landmark Celebrations

Canada’s most productive mall is an example of a centre embracing the festivities. Toronto’s Yorkdale Shopping Centre has gone all out for this year’s Lunar New Year festivities with an eye-catching Year of the Snake installation. The 30-foot-high and 20-foot-wide green geometric serpent, suspended in the East Court until February 12, is crafted from sustainable materials and weighs 550 pounds. The green hues reflect the elegance of jade, a stone that symbolizes luck, prosperity, and renewal.

Complementing this is the Golden Gateway, a stunning series of golden archways located near Tiffany & Co. Shoppers can walk through the beautifully designed Year of the Snake runway adorned with florals and serpentine elements, creating an immersive space perfect for photos and videos.

Golden Gateway for Lunar New Year at Toronto’s Yorkdale Shopping Centre. Photo: Yorkdale

“Lunar New Year is one of the most significant gift-giving events in many Asian cultures. We know from experience that our guests expect some of Toronto’s most engaging experiences in addition to our unrivaled array of global brands that often release exclusive, limited-edition Lunar New Year collections,” says Rachael Tang, Marketing Manager at Yorkdale Shopping Centre.

Yorkdale is also hosting a traditional Lion Dance and Eye-Dotting Ceremony on February 2 at 3 p.m. The celebration will feature one of Canada’s premier lion dance teams, who will lead a procession beginning at the Year of the Snake installation. Traditional scrolls and red envelopes will be distributed to visitors.

Enormous snake display for Lunar New Year at Toronto’s Yorkdale Shopping Centre. Photo: Yorkdale

The Role of RedNote in Retail Marketing for Lunar New Year

Zheng also highlights the role of digital engagement in Lunar New Year shopping trends, particularly the increasing use of RedNote (Xiaohongshu) by retailers. “RedNote is becoming a major platform for retailers targeting Chinese consumers in North America,” she explains. “People post about mall installations, new collections, and exclusive in-store experiences. This digital engagement helps spread awareness and attract more visitors.”

She emphasizes that RedNote is especially valuable for brands looking to connect with a younger, digitally savvy audience that relies on peer recommendations and user-generated content. “Consumers trust reviews and posts from real people over traditional advertisements. Brands that leverage RedNote effectively can engage with consumers in a more authentic and community-driven way,” says Zheng.

The Yorkdale Shopping Centre and Holt Renfrew have started creating content specifically for RedNote, collaborating with influencers to showcase exclusive Lunar New Year merchandise and shopping experiences. “Malls and brands that invest in engaging with consumers on RedNote can expect higher foot traffic and increased sales during the festive period,” Zheng adds.

Lunar New Year window display at Harry Rosen, 82 Bloor St. W. in Toronto. Photo: Craig Patterson

How Shopping Centres and Retailers are Maximizing Lunar New Year Engagement

To capitalize on Lunar New Year shopping habits, retailers and malls are implementing various strategies:

  1. Cultural-Themed Decorations – Large-scale festive installations, lantern displays, and zodiac symbols create a vibrant shopping atmosphere.
  2. Exclusive Limited-Edition Merchandise – Offering Lunar New Year-themed clothing, accessories, and home decor can attract both celebrants and gift shoppers.
  3. Traditional Performances and Workshops – Lion dances, calligraphy sessions, and food tastings enhance the shopping experience.
  4. Gift-With-Purchase Offers – Providing red envelopes, special-edition packaging, or discount vouchers for purchases over a certain amount can drive sales.
  5. Digital and Social Media Marketing – Engaging with Asian influencers and utilizing platforms like WeChat, Red, and TikTok helps retailers reach their target audience.
  6. Flexible Payment Options – Accepting AliPay and WeChat Pay simplifies transactions for Chinese shoppers.
Lunar New Year tea at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Craig Patterson
Lunar New Year window display at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Craig Patterson

The Future of Lunar New Year in Canadian Retail

As retailers increasingly recognize the importance of Lunar New Year, the scale and sophistication of celebrations in Canada continue to grow. Malls and retailers are investing more in immersive experiences, exclusive product drops, and digital engagement to cater to this expanding market.

“Lunar New Year celebrations are not just about attracting Asian shoppers; they also create an opportunity to educate and engage the broader community. The more inclusive and elaborate these celebrations become, the greater their appeal,” says Zheng.

More from Retail Insider:

The Body Shop announces new head franchisee for Canada

The Body Shop at CF Pacific Centre (Image: The Body Shop)

The Body Shop officially announced Wednesday that The Serruya Group will become the new Head Franchisee for The Body Shop Canada. As the exclusive operator of the ethical wellness and lifestyle brand in the Canadian market, The Serruya Group will oversee all aspects of the brand’s operations across the country, the company said in a news release.

“We are committed to building a seamless omnichannel experience that is accessible, intuitive, and values-driven. Our focus will be on fostering long-lasting connections with The Body Shop community, ensuring that the experience is personal and fully aligned with the values that matter most to customers,” said The Serruya Group.

Charles Denton
Charles Denton

“We’re delighted to welcome The Serruya Group as our Head Franchisee for Canada. Their extensive experience in leading omnichannel businesses makes them the ideal partner for this market. We look forward to collaborating to build a strong platform for growth,”said Charles Denton, CEO of The Body Shop.

Known for its expertise in transforming businesses through experienced leadership and operational excellence, The Serruya Group brings a wealth of knowledge in retail management to its partnership with the retailer, said the news release.

“The Body Shop first entered Canada in 1980, opening its inaugural store in Toronto. The brand has since become a pioneer in high-quality skincare, body, hair, and makeup products, distinguished by its innovative approach and commitment to using natural, ethically sourced, and fairly traded ingredients from around the world,” it said.

In March last year, The Body Shop Canada, the Canadian subsidiary of the global beauty brand with 105 stores across the country, announced it had commenced restructuring proceedings by filing a Notice of Intention (NOI) to Make a Proposal pursuant to the Bankruptcy and Insolvency Act (Canada). It will be closing 33 Canadian stores, it said at the time.

“Today, The Body Shop operates 61 stores across Canada, with an imminent revitalized e-commerce platform. As the new Head Franchisee, The Serruya Group plans to elevate the brand’s footprint by delivering an exceptional omnichannel experience.”

The company was founded in 1976 in Brighton, England by Dame Anita Roddick. Since its beginning, The Body Shop said it has been a pioneer of ethical beauty, offering high-quality, innovation-led skincare, body care, haircare and make-up made with natural, fairly traded ingredients from around the world.

Related Retail Insider stories:

Bank of Canada cuts interest rate to 3%,US tariffs looming

Photo by Ron Lach
Photo by Ron Lach

The Bank of Canada trimmed its overnight interest rate 25 bps to 3.0%, the sixth consecutive cut for a cumulative reduction of 200 bps.

The move was as expected and cements the Bank’s title of most aggressive cutter in the world. In addition, in a bit of a surprise, the Bank also abruptly ended quantitative tightening, and will begin term repos in early March. And, in another technical move, the Bank widened the spread between the Bank rate and deposit rate, with the latter now 5 bps below the overnight rate, which should help pressure CORRA back toward target, explained Douglas Porter, Chief Economist at BMO.

Douglas Porter
Douglas Porter

“Today’s steps by the Bank of Canada can be viewed as battening down the hatches ahead of a possible trade war storm. As noted, the 200 bps of cumulative rate cuts are setting a much more positive backdrop for the Canadian economy—arguably one of the most rate-sensitive economies in the world. Next steps clearly are dependent on what unfolds on the trade front; we suspect while the Bank may initially respond cautiously to a trade war, eventually it would be compelled to cut much more than the market currently expects,” said Porter.

The Bank’s commentary today:

“In Canada, past cuts to interest rates have started to boost the economy. The recent strengthening in both consumption and housing activity is expected to continue. However, business investment remains weak. The outlook for exports is being supported by new export capacity for oil and gas.

“Canada’s labour market remains soft, with the unemployment rate at 6.7% in December. Job growth has strengthened in recent months, after lagging growth in the labour force for more than a year. Wage pressures, which have proven sticky, are showing some signs of easing.

“The Bank forecasts GDP growth will strengthen in 2025. However, with slower population growth because of reduced immigration targets, both GDP and potential growth will be more moderate than was expected in October. Following growth of 1.3% in 2024, the Bank now projects GDP will grow by 1.8% in both 2025 and 2026, somewhat higher than potential growth. As a result, excess supply in the economy is gradually absorbed over the projection horizon.

“CPI inflation remains close to 2%, with some volatility due to the temporary suspension of the GST/HST on some consumer products. Shelter price inflation is still elevated but it is easing gradually, as expected. A broad range of indicators, including surveys of inflation expectations and the distribution of price changes among components of the CPI, suggests that underlying inflation is close to 2%. The Bank forecasts CPI inflation will be around the 2% target over the next two years.

“Setting aside threatened US tariffs, the upside and downside risks around the outlook are reasonably balanced. However, as discussed in the MPR, a protracted trade conflict would most likely lead to weaker GDP and higher prices in Canada.

“With inflation around 2% and the economy in excess supply, Governing Council decided to reduce the policy rate a further 25 basis points to 3%. The cumulative reduction in the policy rate since last June is substantial. Lower interest rates are boosting household spending and, in the outlook published today, the economy is expected to strengthen gradually and inflation to stay close to target. However, if broad-based and significant tariffs were imposed, the resilience of Canada’s economy would be tested. We will be following developments closely and assessing the implications for economic activity, inflation and monetary policy in Canada. The Bank is committed to maintaining price stability for Canadians.”

James Orlando
James Orlando

James Orlando, Director and Senior Economist, TD Economics, said the slowdown in the pace of interest rate cuts was widely expected.

“This more conservative approach makes sense for an economy that churned out 91k jobs last month and is likely to see solid GDP growth for the fourth quarter of 2024 of around 2%. At the same time, inflation remains under control, allowing the BoC to focus on the state of the economy. This approach also mitigates the risk that the policy rate diverges too much from the Fed (which is clearly on hold). The loonie remains under pressure, but seems to have stabilized at around 69 U.S. cents,” he said.

“The economic outlook has become highly uncertain with Donald Trump threatening to make an announcement on tariffs this Saturday. Canada exports $1.9 billion daily in goods and services south of the border. This sums to around 20% of Canada’s economy, with nearly two million jobs dependent on U.S. trade. We are still hopeful that tariff threats are more of a negotiation tactic, meaning they would be temporary and carry less long term impacts. Yet, this is a tail risk that remains front and center in the mind of the BoC. Our baseline forecasts remains that the BoC will cut rates to 2.25% by year-end, but should 25% tariffs come into play for more than a few months, we’d expect the central bank to cut more aggressively in order to cushion the economy.”

Related Retail Insider stories:

How Priority Software Empowers Small and Medium Retailers

Image via Priority Software

Priority Software is transforming how small and medium-sized retailers manage their operations, offering a robust ERP-backed solution that centralizes retail management, point-of-sale (POS), and e-commerce functionalities. In an interview with Retail Insider, Keren Halpern, Product Marketing Director for Retail at Priority Software, discussed how the company’s approach addresses common challenges in the retail industry.

Keren Halpern, Product Marketing Director for Retail, Priority Software

“Our solution allows retailers to manage all aspects of their business through a single platform,” Halpern explained. “This eliminates the need for additional integrations, making it easier for retailers to scale as they grow.”

The flexibility of Priority Software’s ERP platform means retailers can adopt only the components they need while maintaining the option to expand functionality over time. This adaptability is a critical advantage for retailers operating in an increasingly competitive landscape.

Addressing Industry Challenges

Small and medium-sized retailers face mounting pressures, including rising consumer expectations, razor-thin profit margins, and the need to compete with larger retailers. Halpern pointed out the challenges many retailers encounter.

“Retailers need to deliver the same quality of customer experience as larger chains while managing costs. The demand for a seamless omnichannel experience, combining physical stores and online shopping, is more critical than ever,” she said.

Omnichannel integration has become essential, as consumers now expect a seamless transition between online and in-store shopping. “A customer might browse online, then visit a store to purchase. Retailers must ensure the experience is consistent across all touchpoints,” Halpern added.

Priority Software’s approach to omnichannel emphasizes creating a “single view” of the business. By unifying customer data, inventory, and promotions into one platform, retailers can ensure accuracy, efficiency, and an enhanced shopping experience.

Image: Priority Software via Shutterstock/licensed

Revolutionizing the In-Store Experience

While online channels drive growth, the in-store experience remains vital for many retailers. However, Halpern emphasized that store environments have changed little over the past several decades:

“The traditional model—where customers browse, make decisions, and complete purchases at a checkout counter—has stayed the same. Retailers need to modernize and incorporate digital tools to create a more engaging, dynamic experience.”

Priority Software’s ERP platform enables these changes by integrating digital capabilities into physical locations. Retailers can connect mobile apps, digital kiosks, and cloud-based POS systems to streamline operations and improve customer engagement.

Halpern also highlighted the need to break the “counter barrier” in stores. “Moving away from the traditional checkout counter toward an immersive experience that blends physical and digital channels is key,” she explained.

The Shift to Cloud-Based POS

The company’s cloud-based POS system is a standout feature, addressing the limitations of traditional on-premises solutions. Cloud POS allows retailers to centralize operations across multiple locations and channels, providing real-time data on inventory, promotions, and customer transactions.

“With cloud-based POS, retailers reduce costs and simplify operations,” Halpern said. “They no longer need to manage hardware or software maintenance, making it easier to focus on enhancing the customer experience.”

The system also supports BOPIS (Buy Online, Pick Up In-Store), a growing trend that requires retailers to connect inventory and order fulfillment processes seamlessly.

Warehouse management, image: iStock/licensed

Overcoming Implementation Hurdles

Transitioning from legacy systems to modern retail  platforms is a significant challenge for many retailers. Halpern acknowledged the difficulty of this process and outlined Priority Software’s gradual implementation approach.

“We work closely with retailers to minimize disruption. By focusing on their top priorities, we ensure the transformation is manageable and aligns with their business goals.”

Halpern cited the example of a Canadian retailer Cowtown that expanded from a single store to a chain but struggled with disconnected systems. Priority Software centralized their operations, connecting locations and improving inventory management, customer experiences, and overall efficiency.

The company has also successfully implemented its solutions with global brands like ACE Hardware and Columbia. In each case, Priority Software started by addressing the most pressing needs—such as physical store management or online integration—and gradually expanded to include warehouse management, HR systems, and financial processes.

Image: Priority Software via Shutterstock/licensed

Enhancing Operational Efficiency

Priority Software’s retail management solution addresses key pain points in operations management, including inventory management, replenishment, order handling and employee task coordination. As retailers grow, managing these elements across multiple locations and channels becomes increasingly complex.

Halpern emphasized the importance of automation in streamlining operations. “Automation allows retailers to manage inventory, forecast demand, and coordinate tasks across locations. This reduces manual effort and ensures consistency across all channels.”

By centralizing processes, retailers can also improve employee engagement. Priority’s new B2E (Business-to-Employee) app allows shop assistants to manage tasks and access real-time information directly from their mobile devices, improving communication and efficiency in the store.

Looking ahead, Halpern highlighted several trends shaping the retail industry:

  • Blended Digital and Physical Experiences: The ability to seamlessly transition between online and in-store shopping is becoming a customer expectation.
  • Hyper-Personalization: Retailers need centralized data to create tailored experiences for individual customers.
  • BOPIS (Buy Online, Pick Up In-Store): This growing trend requires robust systems to connect inventory and order fulfillment processes.
  • Immersive Store Environments: Modern stores should go beyond traditional layouts, incorporating digital tools to create connected, engaging spaces.
  • Employee Empowerment: Tools like Priority’s B2E app enhance team collaboration and operational efficiency.

Practical Advice for Retailers

For retailers considering Priority Software’s solutions, Halpern offered the following advice. “Prioritize your needs and choose a solution that can grow with your business. Look for a partner who understands your industry and can tailor solutions to your processes.”

For more information on Priority Software, visit Priority-Software.com

More from Retail Insider:

Priority Software Enhances Omnichannel Operations and Customer Experience for Retailers [Video Interview]

Business leaders want Canada to fight U.S. tariffs with corresponding dollar-for-dollar tariffs: KPMG

Photo by Kampus Production
Photo by Kampus Production

With a potential trade war looming between the U.S. and Canada, nine in 10 Canadian business leaders “wholeheartedly believe” that the federal and provincial governments “must stand firm in protecting Canada’s sovereignty and values” and that includes fighting tariffs with tariffs even if it hurts their business, finds a new survey by KPMG in Canada.

Over eight in 10 want a targeted, dollar-for-dollar retaliatory response, said KPMG.

Benjie Thomas
Benjie Thomas

“Our poll findings reveal that Canadian business leaders believe Canada must stand firm even if it means being caught in the crossfire,” said Benjie Thomas, Chief Executive Officer and Senior Partner, KPMG in Canada.

“Nine in 10 business leaders across the country want the federal and provincial governments to take immediate steps to eliminate inter-provincial trade barriers, reform the tax system, provide incentives to onshore, and encourage Canadians to ‘Buy Canadian’ – in short, they want a stronger, more resilient country.”

While 80 per cent are now preparing or bracing for a recession, 81 per cent are willing to endure the short-term pain of retaliatory tariffs if Canada can negotiate a fair deal that protects the country’s trade-based economy, independence and sovereignty. In a 2019 analysis, the Bank of Canada estimated a 25 per cent tariff by the U.S. on all imports from Canada and other countries, along with retaliatory tariffs, would cut global gross domestic product (GDP) by 3 per cent and Canada’s by 6 per cent. The bank will publish a new analysis of tariffs today, added KPMG.

“With more than half (56 per cent) saying they will be forced to lay off employees if tariffs are imposed, 80 per cent agree the federal government should support Canadians whose jobs are disrupted or lost with pandemic-style aid.

“KPMG just completed a survey of 250 business leaders across Canada to gauge their reaction to U.S. President Donald Trump’s tariff threats and what actions, if any, they had already taken or were planning to take. Eighty-eight per cent of the companies surveyed export or sell to the U.S. and 81 per cent say their business will be impacted by U.S. tariffs.”

Key Poll Findings:                                                                                                                                          

  • Nine in 10 of 250 Canadian business leaders “wholeheartedly believe” that the federal and provincial governments “must stand firm in protecting Canada’s sovereignty and values”
    • This is consistent across the country, with 96 per cent in Alberta, 90 per cent in Quebec, 88 per cent in Ontario, and 82 per cent in B.C.
  • 85 per cent believe Canada should fight U.S. tariffs with retaliatory tariffs
    • 88 per cent in Quebec, 86 per cent in Ontario, 79 per cent in B.C., and 76 per cent in Alberta
  • 94 per cent say Canada and the 13 premiers must show a united front to the U.S.
    • This is consistent across the country, ranging from 95 per cent in Quebec, 94 per cent in Ontario, 92 per cent in Alberta, and 88 per cent in B.C.
  • 82 per cent want a targeted, dollar-for-dollar retaliatory response
  • 80 per cent are preparing or bracing for a recession this year
  • 60 per cent say they can withstand a prolonged trade dispute with the U.S.
  • 90 per cent say it’s time to eliminate inter-provincial trade barriers
  • 88 per cent want governments to encourage domestic production, onshoring where possible
  • 90 per cent want government to encourage Canadians to “Buy Canadian”
  • 85 per cent say the federal and provincial governments must reduce business taxes and reform the tax system to stay competitive with future U.S. tax reform
  • 56 per cent say they will have to lay off employees if tariffs are implemented
  • 80 per cent agree the federal government should reintroduce income supports similar to those offered during COVID to help Canadians whose jobs are disrupted or lost due to tariffs, yet 79 per cent are concerned about the related inflationary impacts of increased fiscal spending if a “bailout fund” is created

Related Retail Insider stories:

BeaverTails CEO Pino Di Ioia discusses U.S. expansion and brand evolution

BeaverTails at Canada's Wonderland (Image: BeaverTails)

BeaverTails, the iconic Canadian pastry brand, is gearing up for significant growth, with a keen focus on the U.S. market, according to CEO Pino Di Ioia. Known for its indulgent fried pastries and a growing range of innovative offerings, the company has reached a pivotal point in its evolution.

“We’ve exhausted Canadian tourist centres and we like big stores like the Whistler one we did and the Banff one,” Di Ioia explained. “There’s not many of those left here, which is great for the iconicism of our brand. But in order to grow, we’ve got to go to the U.S. side.”

Expansion Plans in the U.S.

BeaverTails’ strategy for U.S. expansion targets areas with strong ties to tourism and outdoor activities. “Our big focus now is the big USA,” Di Ioia said, highlighting ski resorts on the West Coast and select regions on the East Coast as key locations. “We’re debating between the Northeast, closer to home, or Fort Lauderdale, which for many at least Quebeckers is even closer to home.”

The brand already has a modest presence in the United States, with operations in a few amusement parks and a mobile trailer in Arkansas. “We’d like to do two [locations] a year,” said Di Ioia. “Our brand is special. We want to do it right.

“Based on just Canadian numbers, it should be easily 500 or 1,000 stores. That’s realistic. But we’re going much humbler than that. We’d like to do two a year.”

Strong Growth in 2024

BeaverTails achieved nearly 10% growth in 2024, a record year for the company. “Including inflation, it was another strong year for us,” Di Ioia noted. Tourist hotspots have been a significant driver of success, as both Canadian and international visitors indulge in the iconic treat.

“Whether you’re a Canadian on vacation or an international person visiting Canada, we’re in all the tour books,” said Di Ioia. “Cruise ships don’t even advertise for us, but they recommend us as a must-do.”

Diversified Offerings and Post-COVID Trends

The company’s portfolio has expanded significantly in recent years, including take-home versions of BeaverTails, savory options like poutine and BeaverDogs, and a growing ice cream business. “We’re Canada’s largest Canadian-owned ice cream parlor. We have about 60 operations selling ice cream,” Di Ioia said, noting that ice cream has become “quite big” in their operations. “It’s becoming big and growing as part of our business.”

Di Ioia attributed part of this success to changing consumer behavior during COVID-19. “COVID allowed everybody to rewrite the rules,” he said. “We find ourselves at a good moment.”

A Brand Built on Fun

BeaverTails continues to embrace creative projects that enhance its celebratory brand image. One example was their limited-edition Polarized Vodka. “It’s a little fireworks on our brand,” Di Ioia said. “If it comes out, it’s because it was fun.”

As the company prepares for 2025, Di Ioia hinted at more innovative projects in the pipeline. “We’re working on a few [projects] that we can’t talk about yet,” he said. “They’ll be fun if we do them.”

Looking Ahead

With a measured approach to expansion and a commitment to preserving its unique brand identity, BeaverTails is poised for continued success. “We have a wonderful brand, and we remind ourselves we’re here to curate and take care of it,” Di Ioia said. “Don’t abuse this brand. It’s a weird one, but it is special.”

Related Retail Insider stories:

Peavey Mart closure highlights challenges in retail industry

Peavey Mart in Red Deer, Alberta (Image: Peavey Mart)

The closure of all its stores by Peavey Industries LP, Canada’s largest farm and ranch retail chain, has sent shockwaves across the retail industry throughout Canada.

The decision follows the company’s filing for creditor protection under the Companies’ Creditors Arrangement Act (CCAA), granted by the Court of King’s Bench Alberta and the closures will affect 90 Peavey Mart stores and six MainStreet Hardware locations, with liquidation sales set to begin immediately. 

This marks the end of a nearly six-decade-long legacy for the Alberta-based retailer, which has been a staple in Canada’s rural and suburban retail market.

Michael Kehoe

Michael Kehoe, Broker of Record, Fairfield Commercial Real Estate, said this is a significant event on the Canadian retail scene.

“Peavey Mart is a legacy Canadian brand for over six decades with its mid 60s roots in Dawson Creek, B.C. The Peavey Mart filing is emblematic of the challenges facing Canadian retailers, large and small. The challenges include low consumer confidence and increasing occupancy costs, among others,” said Kehoe. 

“The impact will be felt in small markets on the commercial real estate side, where larger format retail spaces are not as easily or quickly released or repurposed. The Peavey Mart brand will emerge in some form in the future as the insolvency process works its way through the courts. It’s a sad day to be sure for a small market Canadian retailer.”

Bruce Winder

Bruce Winder, a national retail analyst and President of Bruce Winder Retail, said he was not surprised about the news as the retailer was a specialty store that offered items that could be bought online. 

“Geographical proximity to customers, in this case rural customers, may not have been enough as other retailers have expanded into medium-sized cities of late. If competitors can sell for cheaper, customers may drive the extra hour to save money. Online shopping may have played a role too as e-tailers avoid costly brick-and-mortar overhead costs that legacy retailers have.

“Without knowing the details from Peavey, I wonder if the acquisition of TSC (a few years ago) played a part in their demise? Did they overpay? Did they take on too much debt to acquire TSC? I also wonder if the farm and agricultural market is in decline or has changed considerably from an ownership perspective?”

Although every chain closing story has its own nuances, one can see how overall consumer and business headwinds may have played a role in this latest development, added Winder.

“To remain in business as a brick-and-mortar retailer, you have to have a strong, defendable and unique value proposition or customers will pass you by. Today, more than ever, price is a deciding issue and if you don’t have the scale of other large retailers your prices are just too high,” he said.

“Store closings are part of the natural retail ‘circle of life’ and are expected as the industry refreshes itself as customer desires change. Having said that, I think we are at a point where we will see more chains close than we are used to, based on the headwinds customers and businesses face. If President Trump enacts large sweeping tariffs, then things will get even worse on both sides of the border as inflation causes customers to spend less.”

George Minakakis. Photo: LinkedIn.

George Minakakis, CEO of Inception Retail Group Inc., Author of Predictive Leadership – How Humans and AI Will Transform Organizations, Innovation and Competition, said he has a personal history with this news development.

“I was on the buy side of a deal bidding against Peavey Mart to buy the TSC stores in Canada. That was about nine years ago. It is a challenge to acquire and assimilate a brand like TSC into Peavey Mart, which was a going concern at the time. M&A’s seldom become the success story everyone thinks they can be. I am also reminded of the M&A of SAKS by Hudson Bay. I was on a CBC program where Kevin O’Leary asked me about synergies. I said that they don’t always work out. He looked at me disappointed,” he said.

“The theory is that there are cost savings to be made, which will be able to service debt but that doesn’t always pay out. However, these theories don’t consider customers abandoning a brand—higher costs, bad locations that need to be closed. Any kind of retail expansion is not as easy, whereas some without real operational experience may portray it to be that.  

“I believe this was Peavey Mart’s undoing.”

Minakakis said it’s going to become even more challenging for businesses to secure and raise capital. 

“Unless a retail chain can prove its digital transformation is both growing in revenue and profits, its physical stores could be seen by investors as irrelevant with consumers. Retailing isn’t about financial engineering and merchandising alone. It is about a brand with a purpose in consumers’ lives and minds. That is a living brand. However, I am seeing store closures. I believe that consumer dynamics (price sensitivities) in Canada are shifting buying habits, and that puts a lot of pressure on the industry,” he said.

“My view on retailing today is about the impacts of the known and unknown. The known is AI. This, for me, is the beginning of The Next Customer Revolution. If a retail chain doesn’t have the strategic, human, and financial capabilities to make this leap, it’s going to be tough for them. The unknown are black swan moments, and in this case, we have a very good indication of what that’s going to be. Tariffs! if all this happens and you pressure consumers to pay more, this will push retail chains to rationalize either their store counts or whether or not they are still a viable business model. Facing the same decision as Peavey Mart.” 

Liza Amlani
Liza Amlani

Liza Amlani, Principal and Founder, Retail Strategy Group, said she browsed various social media comments about this story.

“If you take a close look at the comments, you will find stories of vendors not being paid on time, customers having a poor experience in the store, a failed attempt at online shopping by Peavey and so on. At the same time, you will find customers saying that Peavey was a preferred choice to get specific farming supplies like feed, fertilizer, fencing equipment, exchanging carbon dioxide tanks and other niche items. Such customers are lamenting the fact that they will likely have to travel further to get those particular items. One would expect that this demand will either be met by other, local businesses or by the likes of Canadian Tire/Home Depot/RONA,” she said.

“As it relates to implications for the retail industry, regardless of whatever corporate word salad statements are released blaming closures on generic issues like ‘supply chain disruptions,’ the fact is that a closure like this is self-inflicted. Retailers that can’t master their fundamentals will eventually fail and make excuses when they do. So, this in fact, is part of a needed cleansing of poorly-run businesses from the retail category. The tough part is that front-line staff will lose their jobs because those in the corporate office couldn’t do theirs properly.

“Are we to expect more closures and bankruptcies to happen across North America? You bet, because winning companies will continue to win and losing companies will continue to lose. And, the gap between winners and losers is growing.”

Related Retail Insider stories:

The Scented Market Founder Kristy Miller expands into U.S. market

Photo: The Scented Market

Kristy Miller, the founder of The Scented Market, is taking a bold step in her entrepreneurial journey by expanding her business into the United States after successfully securing a trademark there. The move represents a significant milestone for the Canadian-based brand, which specializes in farmhouse-style mason jar candles.

“When I first started The Scented Market six years ago I knew I immediately wanted to trademark in Canada and in the U.S.,” said Miller.. “It happened for me very quickly in Canada and easily but someone owned something similar to The Scented Market in the U.S. So I was unable to acquire a successful trademark.

“They let their trademark slip and didn’t renew it. So I kind of slid in there and was able to successfully get a trademark in the U.S. which was a big deal for me because I believe that in order for The Scented Market to grow we need to grow the country and all of North America. I really think this opens up huge stores for us.”

Kristy Miller
Kristy Miller

The expansion marks a new chapter for The Scented Market, six years after Miller launched the company.

“When I received the email on, I think it was like December 26th or something, it was something crazy. I was like, ‘Oh my God, my Christmas gift as an entrepreneur,'” Miller shared, reflecting on the moment she realized her U.S. trademark had been approved.

Her entrepreneurial journey began a few years ago out of her kitchen in Guelph, Ontario.

Little did she know then how her simple fascination for scents and her eco-friendly candles would take off in popularity.

The Scented Market is a fast-growing Canadian business known for its self-care mission and soy wax candles, home decor, and body products.

And from that simple idea, Miller has created a growing retail empire with some fascinating exposure along the way. In November 2022, Miller was on the hit CBC television show Dragon’s Den where she received offers from six of the dragons before accepting a deal with well-known entrepreneurs Arlene Dickson and Michele Romanow.

Then in May 2023, Miller was named Entrepreneur of the Year by CanadianSME Business Magazine.

Big Goals for the U.S. Market

Miller sees enormous potential in the U.S., where she believes the brand can grow substantially. “I would like to make Canada 20 per cent of our business and the U.S. 80 per cent of our business,” she explained. The market’s larger size and spending power, combined with the popularity of farmhouse-style decor, align perfectly with her brand’s aesthetic and vision.

“We will never forget our Canadian fans and our Canadian communities. We want to always prioritize them but in 2025 our goal and our vision is to really put a ton of effort into growing the U.S. side of things.

Despite her enthusiasm, Miller is realistic about the challenges. “A lot of people think, ‘Oh, it’s easy. Just slide into the U.S. and blow up.’ And so I don’t think it’s that easy,” she noted. “It’s like a baby business that I have to restart all over again.”

Currently, The Scented Market is focusing on online retail and wholesale distribution in the U.S. Miller is also contemplating future growth strategies, including potentially establishing a physical presence or manufacturing division south of the border.

Canada Remains a Priority

While expanding into the U.S. is a key focus for 2025, Miller emphasized her commitment to the Canadian market. “We have an incredible foundation in Canada,” she said. “We’ll definitely still be growing the Canadian side of things, but I need to look at The Scented Market in a long-term vision.”

Miller believes diversifying geographically will also mitigate challenges such as currency conversion rates, which have posed financial hurdles for Canadian businesses.

Kristy Miller
Kristy Miller

Building Community and Brand Presence

The Scented Market’s success has been driven by more than just its products. The company has cultivated a community of customers who value not only candles but also home decor and self-care.

The expansion into the U.S. represents a new opportunity to connect with influencers and celebrities who align with the brand’s mission and values. “Farmhouse style is huge in the States,” Miller said, expressing optimism about the brand’s future growth.

Looking Ahead

With her sights set on making The Scented Market a household name across North America, Miller is determined to balance ambition with strategic planning. “We will never forget our Canadian fans and our Canadian community,” she said. “But growing in the U.S. could make a huge impact and a huge difference for us.”

The year ahead promises to be a pivotal one for The Scented Market, as Miller embarks on her mission to light up homes and hearts across borders.

Related Retail Insider stories:

Anatomy of a Leader: Kristy Miller, Founder of The Scented Market



Industry Summary: Retail and Market Trends for Fitness Studios in Canada

Innovative Fitness Bloor, Toronto, ON (Image: Nick Lachance)

As part of Retail Insider’s ongoing review of the Canadian retail industry by vertical, this article provides insights into the current state of Fitness Studios in Canada. The objective is to offer retail leadership valuable insights into market dynamics, trends, and industry opinions. This summary will be revisited annually, supplemented by additional articles that expand on key developments and expert perspectives.

The Fitness Studios in Canada Market Landscape

The Fitness Studios in Canada segment is a key component of the broader Health and Wellness retail industry. This vertical includes boutique fitness studios, group training gyms, franchised workout studios, and wellness-focused fitness centres. It caters to a diverse consumer base, offering specialized services such as high-intensity interval training (HIIT), yoga, Pilates, cycling, strength training, and holistic wellness programs. The segment has evolved rapidly, especially post-pandemic, with the integration of digital fitness solutions, hybrid memberships, and a stronger emphasis on community-driven wellness experiences.

Exterior of Anytime Fitness location. Photo: Anytime Fitness
Exterior of Anytime Fitness location. Photo: Anytime Fitness

National Chains & Large Fitness Operators

  • GoodLife Fitness: Canada’s largest fitness club operator, integrating wellness and recovery programs.
  • Orangetheory Fitness: A leader in boutique fitness with a strong network of studios across Canada.
  • Anytime Fitness: A well-known 24/7 access gym with numerous locations across the country.
  • LA Fitness: A full-service gym chain offering strength training, cardio, and group classes.

Franchise-Based & Specialized Studios

  • F45 Training: A rapidly growing functional fitness franchise with a strong member base.
  • HOTWORX: Specializing in infrared-heated fitness studios focusing on strength training and high-efficiency workouts.
  • 9Round: A kickboxing-themed fitness studio providing high-intensity circuit workouts.
  • Club Pilates: A leading name in boutique Pilates fitness.

Luxury Fitness Chains

  • Equinox: A high-end fitness chain offering premium services, group classes, and spa amenities.
  • Barry’s: A popular boutique fitness studio known for its high-intensity interval training (HIIT) workouts.

Independent & Boutique Studios

  • Local Boutique Studios: Many independent operators cater to niche fitness communities, such as yoga, barre, and boxing studios.
  • SPINCO: A Canadian-based indoor cycling studio with a loyal customer base.
  • Fit Factory: A boutique training facility offering group classes and personal training.
NYSE in New York. AP Photo: Seth Wenig.

In reviewing the Canadian businesses noted above, the majority are privately held companies and only two are publicly traded. Looking broadly over the publicly traded information for F45 (publicly traded under the ticker symbol FXLV) and Club Pilates (operated by Xponential Fitness, which is publicly traded under the ticker symbol XPOF) identified:

  • Over the past year, F45 Training has faced significant financial challenges, including substantial net losses and a decline in stock value, leading to its delisting from the New York Stock Exchange in August 2023.
  • In contrast, Xponential Fitness reported positive financial trends. In the third quarter of 2024, the company achieved a 21% year-over-year increase in system-wide sales, reaching $431.2 million. Additionally, the quarterly average unit volume (AUV) grew by 8% to $631,000, and total membership rose by 16% to 827,000 members.

Generally across the Canadian marketplace for Fitness Studios for financial trends identified:

  • The Canadian fitness industry is projected to reach $4.5 billion in 2024, a decline from pre-pandemic levels in 2019.
  • Over the past five years, the industry has faced a negative 3.8% compounded annual growth rate (CAGR).
  • Despite this, major brands like Orangetheory Fitness and GoodLife Fitness are seeing steady growth, with recovery rates of 85-95% of pre-COVID levels.
  • The industry is shifting towards hybrid revenue models, blending in-person training with digital subscriptions.
UNITY Fitness
UNITY Fitness

This section explores the latest trends shaping the fitness studios in Canada, driven by consumer demand and technological advancements.

  1. Hybrid Fitness Models: A blend of in-person classes and digital fitness experiences.
  2. Wearable Tech Integration: Increased use of smart devices for personalized workout tracking.
  3. Mental Health & Wellness Focus: Holistic fitness experiences integrating mindfulness and stress management.
  4. Community-Driven Fitness: Group workouts and social fitness activities becoming more popular.
  5. Recovery & Regenerative Fitness: Increased focus on active recovery services like cryotherapy, massage, and infrared saunas.
  6. Mature Adult Fitness: Strength training for individuals over 40 is on the rise.
  7. Sustainability in Fitness: Eco-conscious gyms promoting green practices.
Montreal Eaton Centre, photo: Shutterstock/licensed

Industry Opinions

  • Blake MacDonald, Orangetheory Fitness Canada: The industry has not yet returned to its 2019 revenue highs but is gradually recovering, with contraction still visible in some areas.
  • Tammy Brazier, GoodLife Fitness: Membership numbers are back to pre-pandemic levels, with check-in rates surpassing pre-2020 figures. The focus is now on community, mental well-being, and social connection.
  • Stephen Smith, HOTWORX: Strength training is a rising trend, particularly among women, with a surge in interest in resistance training and supplements.

Industry Associations’ Perspective

Industry associations provide a broader perspective on the fitness studio retail sector, highlighting ongoing trends and key challenges.

  • Gabriel Hardy, Executive Director, Fitness Industry Council of Canada: The industry is experiencing a positive recovery, although around 20-25% of gyms permanently closed due to the pandemic. However, demand for preventive health solutions and longevity-focused fitness is growing.

Read more about the Industry Opinions and Industry Associations’ Perspectives in our Special Report: The State of Canada’s Fitness Industry.

Reports, Studies, and White Papers

Recent reports from Deloitte and the International Health, Racquet & Sportsclub Association [IHRSA] indicate:

  • Digital integration remains critical: The rise of AI-driven fitness and customized coaching is expected to expand further. 2024 Sports Industry Outlook (Deloitte)
  • Gym attendance is surging: Consumers view fitness as a healthcare complement, rather than just a weight-loss tool. Economic Health & Societal Well-being: Quantifying the Impact of the Global Health & Fitness Sector – Canada (Deloitte and International Health, Racquet & Sportsclub Association [IHRSA], 2022)
  • Longevity and health optimization trends: Fitness centres are focusing on long-term health metrics such as VO2 max and bone density preservation. Noted in both studies above.

Retail Insider’s Opinion

Retail Insider believes that Fitness Studio Retail in Canada is poised for a transformative period. While financial constraints and pandemic aftershocks have slowed recovery, new opportunities are emerging in the form of hybrid fitness models, social-driven engagement, and longevity-focused wellness solutions.

The Impact on Canada

  • Health and Economic Impact: The shift towards preventive healthcare and wellness positions the fitness industry as a crucial pillar in Canada’s public health system.
  • Consumer Behaviour: Gen Z and Millennials are driving demand for personalized fitness experiences, while older demographics are increasingly embracing strength training for longevity.
  • Market Consolidation: Studios will need to innovate or partner with larger fitness chains to remain competitive in the evolving landscape.
  • Sustainability: Expect eco-conscious fitness initiatives to gain traction, with green gyms becoming more prevalent in urban centres.

The Fitness Studio segment is at an inflection point, and its success will depend on how well busnesses adapt to these shifting trends while continuing to deliver value to Canadian consumers.