BeaverTails, known across Canada for its artisanal pastries, is opening three new locations in Alberta.
The brand’s new stores are:
Edmonton: 10534 82nd Avenue, Edmonton AB T6E 2A4
Calgary: 738A 17 Ave SW, Alberta AB T2S 0B7
West Edmonton Mall: No 1181, West Edmonton Mall, 8882-170th Street, Edmonton AB T5T 4M2 (Level 1, near the Ice Palace)
Michelle Aboud
“We selected these particular spots as new locations in Alberta because they are vibrant areas with excellent foot traffic, where people enjoy spending leisurely time and now, Albertans don’t have to head all the way to the mountains in Banff to enjoy their favourite treats. ” said Michelle Aboud, VP Marketing at BeaverTails. “West Edmonton Mall, in particular, offers a unique, accessible experience, and BeaverTails is excited to help both tourists and locals create sweet core memories there.”
“By opening in Edmonton and Calgary, we aim to bring our beloved treats closer to more Canadians, and the early results have been very positive. Edmonton has been fully operational for a few months now, and fan reaction has been spectacular.
BeaverTails location in Grand Bend, ON. Photo: Tourism Sarnia-LambtonPhoto: BeaverTails
“These will be our first shops in Calgary and Edmonton, where customers can expect the fun, energetic and all Canadian experience they’ve come to love with BeaverTails. We aim to make good moments great.”
The company said it is exploring several new markets across Canada and recently launched new menu items.
BeaverTails began in 1978 and today there are 195 active establishments in Canada and The United States, as well as international distribution licenses in countries such as France and Qatar.
Calgary-based Local Laundry, an online custom clothing retailer, is in growth mode these days.
Recently, it purchased two brands CDN, in Kelowna, and WEST, in Calgary, and it’s working on more deals in the future.
Connor Curran
Connor Curran, CEO, who also calls himself Chief Laundry Folder, said “we are moving and grooving.”
“The last couple of years we really have been kind of figuring out things. A lot of the clothing companies, particularly the smaller ones, really did well during the pandemic because everyone had lots of money and us included, we did great and we thought we were going to take over the world. We invested in ourselves and built the team,” said Curran.
“We thought it would continue to grow and grow and grow. And then in 2022 and 2023 not the best years and we saw a lot of clothing companies kind of struggle, ourselves included and that’s where we had to make some changes and figure things out.
“One of the areas we decided to focus on was our most profitable sector which is actually creating custom clothing. So we started working with corporate teams – banks, energy companies – essentially big businesses with lots of money but didn’t have a great brand that wanted to leverage our brand for employee engagement, consumer engagement, that kind of thing. That really kind of kept us afloat in the last couple of years.
“Now we’re on a mission. We’re really inspired by Bernard Arnault from LVMH and how he took brands with great values, great communities, but just underperformed financially, and he brought them all together under one umbrella to create the luxury behemoth that LVMH is. I think there’s a great opportunity to do that with local clothing companies whose owners are burned out but they put blood, sweat and tears into building these brands and building these communities, with a great social following, great email list, great retail partners, but they just don’t want to do it anymore.”
Photo courtesy of Local Laundry
Curran said the vision is to acquire these local clothing companies with little to no cash down all through financing and build a group of local clothing companies.
“Together we can share resources, we can share assets, we can share knowledge, team members and the brands can continue to grow autonomously. We can help each other learn and help each other grow. So that’s why we’re on this acquisition path,” he said.
“We’ve acquired two companies already and we have about three or four in the pipeline.”
Photo courtesy of CDN website
Curran said Local Laundry is looking for local online clothing companies across the country and eventually into the United States.
“We want to focus on online and we also want to focus on custom.”
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
Richmond BC-based retail pharmacy chain London Drugs has been at the centre of a significant internal theft case that was recently in criminal court. A former employee of the company, 34-year-old Carlos Santos, has been sentenced to two years in prison for orchestrating a theft scheme that resulted in the loss of approximately $2 million worth of merchandise over a five-year period.
According to court documents, Santos, who worked at London Drugs’ Richmond distribution centre, primarily targeted high-value electronics such as laptops. The thefts began just four months after his employment started in February 2017 and continued undetected until January 2022. During this time, Santos managed to steal an estimated 245 items, including 52 that were taken while he was under company surveillance.
The method employed by Santos was described by Judge Nancy Phillips as “unsophisticated” yet remarkably effective. The court heard that Santos would simply remove laptops from their packaging, conceal them under his shirt, and transfer them to his backpack in the staff locker room before leaving at the end of his shift. He would then list the stolen items for sale on various social media platforms, generating between $750,000 and $1 million in illicit profits.
London Drugs Richmond distribution centre. Photo: Google Maps
In her sentencing decision, Judge Phillips noted the severity of the crime, stating, “The difference here is that the quantum or the economic loss to London Drugs is much greater.” The judge emphasized the “staggering” and “clearly deliberate” nature of the scheme, which continued even as the company began to investigate the losses.
Interestingly, Santos, who had no prior criminal record, confessed to police that his actions were partly motivated by dissatisfaction with his employer. He cited unhappiness with the company’s wages and work pace as factors that led him to initiate what he described as “a bit of an act of vengeance against his employer.”
The impact on London Drugs was significant in terms of financial loss and investigative resources. A company investigations manager provided a victim impact statement detailing the hundreds of hours spent unraveling the extent of the thefts.
As part of his sentence, Santos has been ordered to pay $750,000 in restitution to London Drugs and to submit a DNA sample to the court.
The case has shed light on the vulnerabilities within retail distribution centres and the potential for substantial losses due to employee theft.
Founded by Sam Bass in 1945 as a small drugstore at 800 Main Street in Vancouver, the company was named after the English city of London. Over the decades, London Drugs has evolved from a single pharmacy into a diverse retail chain offering a wide range of products beyond traditional pharmacy items.
The company’s growth accelerated after its acquisition by the H.Y. Louie Group in 1976, under the direction of President Tong Louie. This marked the beginning of London Drugs’ expansion beyond British Columbia into other Western Canadian provinces. The company introduced innovative services such as one-hour photo finishing in 1981 and a computer department in 1983, setting it apart from traditional drugstores.
Today, London Drugs operates 79 stores across Western Canada, with a significant presence in British Columbia, Alberta, Saskatchewan, and Manitoba. The retailer recently announced that it would be opening its second store in Winnipeg at the CF Polo Park shopping centre.
London Drugs serves more than 45 million customers each year, offering a diverse product range including cosmetics, small appliances, electronics, cameras, toys, and food, in addition to its core pharmacy services.
Traction, Canada’s premier retailer of truck and trailer parts, has unveiled its newest store in Mississauga, Ontario, marking a significant expansion of its presence in the Greater Toronto Area (GTA). The new Traction Meadowvale location opened its doors on August 26, 2024.
Situated at 1925 Meadowvale Boulevard, the new store complements Traction’s existing Mississauga location, currently the largest in the company’s nationwide network. The company says that the expansion is poised to dramatically improve service capabilities for customers throughout the GTA, offering increased accessibility and a broader range of products.
The Meadowvale store’s strategic placement alongside the recently launched TW distribution center is a key factor in its enhanced service offerings. The 150,000-square-foot TW distribution facility, operational since July 15, houses an impressive inventory valued at over $13 million. The substantial stock, combined with cutting-edge technologies and advanced automation systems, positions the new Traction store to deliver unparalleled customer service, faster delivery times, and improved product availability.
In a notable departure from its traditional operations, the Meadowvale location stands out as Traction’s first Canadian store to incorporate electric delivery vehicles into its fleet.
The expansion comes at a time of significant growth for Traction, which has steadily built its reputation since opening its first store in Montreal in 1963. Today, the company boasts a coast-to-coast network of over 100 stores, solidifying its position as the leading provider of truck and trailer parts in the Canadian aftermarket.
Traction’s customer base spans a diverse range of industries, including transportation, construction, government agencies, passenger transit, waste management, courier services, forestry, mining, and oil. The broad appeal has been instrumental in the company’s sustained success and expansion.
As part of the United Auto Parts (UAP) family, which was founded in 1926 and is now affiliated with the multinational Genuine Parts Company (GPC), Traction benefits from over five decades of industry experience and the backing of a robust global organization. This heritage and support have been crucial in developing Traction’s unmatched expertise in the sector.
The company’s commitment to comprehensive service is evident in its vast product range, which includes over 500,000 parts for trucks and trailers sourced from more than 1,000 of the industry’s most respected suppliers. Supported by three distribution centres with a combined area of 275,000 square feet, Traction says that it aims to ensure that customers across Canada have ready access to the parts they need.
Costco is poised to expand its presence in Regina, Saskatchewan, as plans for a second location in the city clear a significant regulatory hurdle.
The City of Regina’s planning department has given the green light to a development application for a new Costco store, marking a crucial step forward in the retailer’s expansion strategy. The approval, granted last week, comes after a thorough review process that began in late July of this year.
The proposed location for the new Costco warehouse is strategically positioned in Regina’s west end, adjacent to the Westerra neighbourhood at 8701 Dewdney Avenue. The site falls within the city’s existing zoning regulations, eliminating the need for additional approval from the Regina City Council.
Spanning about 160,000 square feet, the warehouse will offer ample space for Costco’s bulk merchandise and diverse product range. In addition to the main store, the development plans include an on-site gas station, catering to the needs of motorists in the area with discounted gas.
Costco has incorporated extensive parking facilities into the project design. The plans outline provisions for 1,284 standard parking stalls, complemented by 16 accessible parking spaces, ensuring adequate accommodation for shoppers during peak hours.
Public engagement played a crucial role in the approval process, with the City of Regina actively soliciting feedback from residents. The response was overwhelmingly positive, with 566 individuals—representing 91 percent of the total 620 comments received—expressing support for the new Costco location.
The proposal was met with a handful of critics. Nineteen respondents voiced opposition to the project, citing concerns about potential traffic impacts, questioning the appropriateness of the location, and expressing a preference for smaller-scale retail developments. Additionally, 35 individuals indicated conditional support, suggesting modifications to certain aspects of the plan, such as fuel station offerings and measures to mitigate traffic congestion.
While the approval from the planning department marks a significant milestone for the project, Costco has yet to announce a specific timeline for construction and opening of the new warehouse.
Regina’s other Costco store at 2110 Anaquod Road opened in 2018. The store replaced a smaller location that opened in 1993.
Porsche Cars Canada, Ltd. (PCL), the Canadian arm of the renowned German luxury sports car manufacturer, is making its way further into the Canadian retail landscape with an innovative approach to showcasing its electric vehicle lineup.
To herald the arrival of new electrified models such as the Macan Electric and the 2025 Taycan, Porsche has unveiled five Porsche NOW locations across metropolitan areas in Montreal, Ottawa, and Vancouver. The brand pop-ups represent a first-of-their-kind initiative in Canada, with a distinct focus on electric mobility.
The Porsche NOW concept embodies what the company describes as being a modern luxury retail experience, offering visitors an intimate and temporary sales environment. The pop-up locations provide a unique platform for consumers to engage with the Porsche brand, explore vehicles, and interact with product experts in an experiential setting. Each pop-up features a configuration lounge and a Porsche Lifestyle corner, alongside one or two electrified Porsche vehicles on display.
Photo: Porsche Canada Photo: Porsche Canada
Sustainability is at the forefront of the Porsche NOW design philosophy. The pop-ups incorporate recyclable cardboard cylinders in various elements, including walls, seating, and display fixtures. The distinctive colour palette, inspired by the Provence shade introduced with the new electric Macan, creates a stylish and inviting ambiance that reflects Porsche’s commitment to both luxury and environmental consciousness.
Each Porsche NOW location is operated independently by a Porsche Centre, with encouragement to implement sustainable concepts in their design and construction. For instance, the Langley location utilizes solar panels to power its temporary structure, while the Richmond pop-up features flooring made from recycled footwear, offering visitors a tangible connection to sustainability efforts.
Photo: Porsche Canada Photo: Porsche Canada
To enhance the visitor experience, Porsche NOW locations will host a variety of curated lifestyle events. These range from in-person yoga classes to live painting sessions, providing an engaging and diverse array of activities that align with the brand’s luxury lifestyle positioning.
The five Porsche NOW locations in Canada are strategically situated in high-traffic areas:
The temporary retail spaces are set to operate until the end of the year, providing Canadian consumers with an extended opportunity to experience Porsche’s vision for electric mobility.
HOMME PLISSÉ ISSEY MIYAKE HOLT RENFREW VANCOUVER. Photo: Holt Renfrew
Holt Renfrew has unveiled a groundbreaking installation and collection by HOMME PLISSÉ ISSEY MIYAKE in collaboration with renowned designer and artist Ronan Bouroullec at Holt’s Vancouver location.
The North American exclusive showcases a unique creative partnership between the innovative fashion brand and Bouroullec, pushing the boundaries of artistic expression in retail spaces. The installation, which opened last week, offers shoppers and art enthusiasts a glimpse into the intersection of fashion and contemporary art.
At the heart of this collaboration is a collection titled “Drawing,” which ingeniously integrates HOMME PLISSÉ ISSEY MIYAKE’s signature pleated fabric with Bouroullec’s distinctive artistic vision. The design concept explores the fascinating relationship between two-dimensional artwork and three-dimensional garments, translating the negative space in Bouroullec’s original drawings into wearable forms.
HOMME PLISSÉ ISSEY MIYAKE HOLT RENFREW VANCOUVER. Photo: Holt Renfrew
The collection’s standout feature is its innovative use of pleating techniques to enhance the vivid colours and delicate brushwork of Bouroullec’s original paintings. This approach not only showcases the brand’s technical prowess but also creates a unique visual experience where fashion truly becomes a canvas for art.
Visitors to Holt Renfrew Vancouver’s men’s floor will have the opportunity to experience the extraordinary installation until September 13.
HOMME PLISSÉ ISSEY MIYAKE, launched in 2013, is renowned for its contemporary menswear that builds upon Issey Miyake’s revolutionary pleating technique. The brand’s commitment to innovation is evident in its three core principles: pleats, product, and present. Each garment is crafted using wrinkle-proof, quick-drying textiles with uniform pleats that don’t cling to the skin, offering both style and practicality.
The Big Arch™ is available at participating McDonald's restaurants in Canada starting August 27. (CNW Group/McDonald's Canada)
Starting August 27th, burger enthusiasts across Canada will have the opportunity to try McDonald’s latest creation, the Big Arch burger. The new menu item represents the company’s response to customer feedback calling for a more substantial burger option.
The Big Arch is described as being a towering assembly of classic McDonald’s ingredients with some novel additions. At its core are two quarter-pound patties made from 100% Canadian beef, sourced from local ranches and farms. These are complemented by three slices of white processed cheese, a combination of crispy and slivered onions, pickles, and lettuce. What sets this burger apart is the new Big Arch sauce, specially developed to add a tangy twist to the familiar McDonald’s flavour profile.
Alyssa Buetikofer, Chief Marketing Officer at McDonald’s Canada, emphasized the company’s commitment to meeting customer demands. “We’ve listened attentively to our guests who expressed a desire for a larger burger option on our menu,” Buetikofer stated. “The Big Arch is our exciting response to this feedback, blending the McDonald’s tastes our customers love with unique new elements, including our specially crafted Big Arch sauce.”
The introduction of the Big Arch aligns with McDonald’s Canada’s longstanding tradition of supporting local agriculture. The company says that it takes pride in its partnerships with Canadian farmers and ranchers, which enable them to deliver the quality beef that forms the foundation of their popular burgers.
In a playful nod to the burger’s anticipated popularity, McDonald’s has hinted at the return of the Hamburglar, the brand’s mischievous mascot known for his burger-snatching antics. The company suggests that this notorious character may have caught wind of the Big Arch’s debut and could be plotting to get his hands on one, adding a touch of nostalgia and whimsy to the launch.
Canada’s selection as one of the first global markets to introduce the Big Arch underscores the country’s importance in McDonald’s international strategy. The move also highlights the company’s efforts to tailor its offerings to local tastes and preferences while maintaining its global brand identity.
Canadian businesses and retailers are breathing a huge sigh of relief today with the resumption of operations for Canada’s two largest railways.
Canadian Pacific Kansas City (CPKC) and Canadian National Railway (CN) were ordered by the federal government to end their recent network shutdowns, which was upheld by the federal labour board.
“And it is good news that @TeamstersCanada will comply, even as it challenges the decision. Hoping for a quick end to the uncertainty with Canada’s critical rail service,” he tweeted.
The Canadian Manufacturers & Exporters (CME) welcomed the Canada Industrial Relations Board (CIRB) order for the resumption of rail services following the Minister of Labour’s direction under Section 107 of the Canada Labour Code.
“The CIRB decision mandates that the railways and their employees resume their duties by 00:01 EDT on August 26 and continue operations until the final binding arbitration is completed,” it said in a statement.
“Months of uncertainty culminating in a wind-down of services and a full rail stoppage has created significant operational and reputational challenges for Canada’s industrial economy. Manufacturers across Canada are relieved that critical rail services are being restored, providing much-needed stability and certainty heading into the fall.
“This stoppage, along with other recent supply chain disputes and disruptions has underscored the need for systemic change. CME is encouraged by the Minister’s recognition of these problems, and we look forward to working with the government to strengthen Canada’s supply chains and ensure the long-term, reliable flow of goods vital to our economy.”
“That uncertainty really disrupted supply chains for well over two weeks. The whole chain was compromised and we’ve seen delays. I think the industry will recover. Farmers will likely be able to have access to markets but this situation really brought a lot of really damning uncertainty both sides of the border,” he said.
“We have two highly integrated economies so the disruption and the dispute really didn’t help. I think a lot of businesses, grocers, are relieved by the fact that Ottawa at the last minute showed some leadership forcing people to come to a deal.”
A lengthier disruption would have been devastating for the Canadian economy.
Michelle Wasylyshen
In a statement, Michelle Wasylyshen, National Spokeswoman for the Retail Council of Canada, said: “After weeks of engagement, RCC is supportive of the federal government’s move to impose arbitration to end the railway stoppage. Every single day that railways don’t operate, Canada’s retail supply chains suffer immensely. In fact, it takes at least a week to 10 days to recover from only one missed day of operations. At the same time, costs for food and consumer goods would have risen and shelves would quickly become empty for an endless number of products that Canadians depend on each and every day.”
“The lockout did indeed happen, however within a day or so, the federal government intervened with imposing binding arbitration and a return-to-work order pending agreeing to the terms of a new collective agreement. The lockdown sent a shudder through many industries,” he said.
Whereas this suited CN/CPKC, it did not favour the heads of Teamster’s union. At government level, their co-operation party did not support government intervention as their leader felt this gave all employers a “hand up” in future disputes (e.g. Air Canada).
“The retailers and distributors I have talked with are on high alert, especially when the unions suggested they would withdraw labor with the government’s heavy-handed approach to negotiations. Many are expecting the government to keep pressure up to ensure supply chain integrity is maintained. And it’s not just Canada that will feel any pinch when it comes to strike action. CN/CPKC run an extensive network across the North American continent. The impact on Canada’s reputation for a longer strike will be catastrophic.
“Preliminary actions by retailers had included buying forward for peak and trying to get product safely into their networks prior to August 22. Now with threatened strike action, they are trying to figure out what their options are, especially with road transportation hitting capacity levels over the last couple of weeks with the extra moves being covered.
“Why is the government imposing its will on a commercial negotiation between union(s) and two commercial railroad operators, the latter accountable to its Board of Directors and shareholders?
“Whilst the negotiations are being managed (the two parties are considerably adrift from alignment), retailers and other industries relying on the rail transportation network should be exploring and securing capacity to continue operations. The only saving grace, and it’s not a good one for brand and retailers, this peak may be somewhat lower than last year due to current higher interest rates negatively impacting on “shelter costs”., however, retailers cannot afford to let their consumers down.”
A report by the Conference Board of Canada suggested a two-week rail disruption would result in a $3 billion loss in nominal GDP this year in Canada.
The loss would be felt by both households, with a $1.3 billion loss in labour income, and businesses, with a $1.25 billion loss in corporate profits, said the Conference Board.
