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Why Custom Embroidered Hoodies Are a Smart Retail Investment in 2026

A neatly folded premium hoodie with an embroidered chest logo
A neatly folded premium hoodie with an embroidered chest logo

The personalization economy has moved well past monogrammed mugs. According to Business Research Insights, the global custom-made clothes market is valued at USD 63.82 billion in 2026 and is on track to nearly triple to USD 179.49 billion by 2033. For retail decision-makers, that trajectory signals something important: branded apparel is no longer a sideline marketing expense — it’s a category with serious strategic weight.

Custom embroidered hoodies sit at the intersection of brand identity, employee engagement, and rising consumer demand for personalized products. This piece breaks down the business case, the data behind the hoodie’s staying power, and what retail buyers should know before committing to a program.

The Business Case for Branded Apparel

Branded merchandise has matured into a genuine brand touchpoint — not a freebie at the bottom of a conference bag. According to PPAI research, apparel has overtaken writing instruments to become the number one promotional product category acquired by consumers. More telling: 72% of recipients said they made a purchase from a brand because of a promotional product they received, and 70% equate the quality of that product directly with the reputation of the company that gave it — a 30-point jump from 2021.

That last figure matters for retail brand managers. A cheap, poorly constructed item with a flaking logo doesn’t just fail to impress — it actively signals something about your brand. The inverse is equally true: a well-made, durable piece carries your brand story forward every time it’s worn.

Embroidery specifically elevates perceived quality. Unlike screen-printed transfers, embroidered logos are tactile, dimensioned, and don’t crack or fade with washing — attributes that translate directly to consumer perception of premium quality.

Why Hoodies? The Case for This Specific Format

Retail team in matching branded hoodies at a store event

Not all branded outerwear performs equally. Hoodies have undergone a structural shift in consumer culture. Driven by the convergence of athleisure and everyday casual dressing, hoodies are now worn in office environments, at events, and during everyday errands — which means each branded item generates more impressions per week than virtually any other wearable category.

The market reflects this. North America accounts for approximately 40% of the global custom apparel market, and Fortune Business Insights projects the U.S. hoodies and sweatshirt market alone will reach USD 85.22 billion by 2026. That’s a category with broad consumer acceptance and deep seasonal utility.

For retailers and brands building out a branded apparel program, custom embroidered hoodies offer a format that holds up across all three primary use cases: employee uniforms, corporate gifts, and consumer-facing merchandise. The heavyweight fleece construction typically used for quality hoodies also makes it one of the better base materials for embroidery — the thread sits cleanly, logo detail is preserved, and the finished product holds its form through repeated wear and washing.

Three Use Cases Driving Demand in 2026

Now, let’s check out three use cases in order to develop an in-depth understanding of the topic.

Employee Uniforms and Team Identity

Retail floor staff and event teams in matching branded hoodies project brand consistency in a way that lanyards and name tags never will. Apparel functions as ambient brand communication — visible to every customer who walks through the door. For multi-location retailers, consistent branded outerwear also reinforces culture and cohesion across teams who rarely interact.

Corporate Gifts and Client Appreciation

Generic corporate gifting is a diminishing returns game. A quality embroidered hoodie — well-chosen, well-constructed, and properly packaged — is the kind of gift recipients actually keep and wear. That means your brand stays visible for months or years, not days. PPAI’s industry outlook for 2025 notes that 65% of promotional product distributors expect continued sales growth, driven in part by demand for higher-quality, wearable gifting.

Consumer Merchandise and Loyalty Programs

More than 55% of consumers say they prefer customized garments over mass-produced alternatives, and online sales of custom clothing have grown 70% over the last three years. For brands with an engaged customer base, a well-designed hoodie as part of a merchandise drop or loyalty reward creates an additional revenue stream while deepening brand affinity. Online platforms now account for 65% of custom apparel sales — a channel that rewards brands who invest in quality product photography and clean customization UX.

The decorated apparel market — which covers embroidery, screen printing, and sublimation — was valued at USD 28.98 billion in 2023 and is projected to reach USD 68.17 billion by 2030, according to Grand View Research, growing at a 13% CAGR. Embroidery remains the dominant decoration method in that market.

Two additional trends are worth noting for retail planners. First, sustainability: made-to-order production eliminates the overstock problem that plagues conventional apparel retail, and consumers are increasingly aware of this — a growing share of shoppers view custom-ordered clothing as the more environmentally responsible choice. This holds true even with a drop in retail numbers.

Second, personalization at scale: platforms offering on-demand customization tools report significantly higher engagement than static product pages. Retailers building private-label or merch programs should consider whether their supplier can accommodate individual customization alongside bulk orders.

As covered in Retail Insider’s look at branded promotional merchandise, the promotional product category broadly is evolving from volume plays toward quality-driven, brand-aligned selections — and hoodies are a centerpiece of that shift.

Choosing the Right Embroidery Partner

Execution quality varies considerably across the industry. The most common failure point is digitizing — the process of converting a logo file into machine-embroidery instructions. Poor digitizing produces muddy lettering and blurred detail, particularly on smaller logo placements. Before committing to a bulk order, request a physical sample and evaluate thread density, color accuracy, and how the logo reads at the intended placement size.

Standard considerations for retail buyers: minimum order quantities (relevant for small and mid-size operators), fabric weight (320–400 gsm fleece holds embroidery well), and turnaround time for reorders. Left-chest placement at roughly 3.5 inches wide is the accepted standard for corporate logo embroidery — deviations from this should be intentional, not default.

Understanding the craft behind personalized clothing gives buyers the vocabulary to ask sharper questions and evaluate supplier samples more critically — a small investment of time that pays off in a better finished product.

A Wearable Brand Strategy

The numbers behind branded apparel point in one direction: the market is growing, consumer appetite for personalization is accelerating, and quality is becoming the differentiator. Custom embroidered hoodies offer retailers a single SKU capable of serving employee programs, gifting initiatives, and consumer merchandise — with a durability and perceived-value premium that cheaper decoration methods can’t replicate.

Retailers who are now building quality-branded apparel into their strategy are investing in brand visibility that compounds over time. Every wear is an impression; every impression is a touchpoint that no media buy can replicate.

Why Retail Brands Are Turning to Utah-Based 3PLs to Solve Their Western U.S. Fulfillment Problem

Aerial view of a modern distribution center with loading docks set against a Western U.S. mountain backdrop

E-commerce now accounts for nearly one in four retail dollars spent in the United States — and the consumer who placed that order expects it on their doorstep within two days. That expectation, once a premium offering from large marketplaces, is now the baseline. Brands that can’t meet it lose to those that can.

For retail operators still fulfilling exclusively from coastal warehouses in Los Angeles or Seattle, the math is working against them. Shipping to customers in the Mountain West and Midwest from either coast burns through higher zone charges and slower ground transit times. Meanwhile, a growing cohort of retail brands has found a more efficient answer: positioning a third-party logistics partner in Utah. The state has quietly become one of the most strategically valuable fulfillment hubs in North America — and the case for it is built on infrastructure, geography, and hard numbers.


Why Utah Has Become a Premier Logistics Hub

Utah’s value to retail logistics starts with its geography. Positioned at the intersection of Interstate 15 and Interstate 80, a Salt Lake City fulfillment center puts brands within ground-shipping reach of Los Angeles, Las Vegas, Phoenix, and Denver — all within one to two days. According to industry data, 96% of the U.S. population is reachable within two days via ground from a Salt Lake City warehouse. For brands managing national distribution from a single node, that coverage is difficult to match.

Infrastructure investment reinforces the geographic advantage. The Utah Inland Port Authority has launched more than 12 project areas statewide, with a new $22 million public infrastructure district approved in June 2025 covering rail, road, and utility improvements that directly benefit 3PL operations across the state. Salt Lake City International Airport adds multimodal flexibility, serving as a significant air cargo hub for time-sensitive shipments.

Map showing ground shipping radius from Salt Lake City with 1-day and 2-day delivery zones across the United States

Utah’s economic fundamentals are equally strong. The state’s GDP crossed $300 billion, growing at 4.6% — the highest rate in the nation — with unemployment at just 3.1%. Logistics-reliant industries contribute $78.2 billion annually to Utah’s GDP, representing 37% of total state output and supporting 547,000 jobs. That concentration of logistics activity creates a deep, experienced workforce for 3PL operators — an underrated factor when brands are evaluating service quality and operational reliability.

There is also a technology dimension. Utah’s “Silicon Slopes” tech corridor has shaped a culture of software adoption that extends into the logistics sector. Warehouse management systems, automation, and AI-assisted inventory tools are disproportionately common among Utah-based 3PL providers compared to national averages.


What a 3PL Actually Does for Retail Brands

A third-party logistics provider takes over the physical operations of getting products from manufacturer to end customer — warehousing, inventory management, pick-and-pack, shipping, kitting, and reverse logistics (returns). Brands hand off operational complexity and gain immediate access to shared infrastructure, negotiated carrier rate structures, and existing technology — without the capital expenditure of building or leasing their own warehouse.

The scale of the industry reflects how thoroughly this model has been adopted. According to IBISWorld’s 2026 analysis, the U.S. third-party logistics market is valued at $346.2 billion, with 68,728 businesses operating in the sector. More than 90% of Fortune 500 companies use at least one 3PL partner.

What separates capable providers from commodity ones is service depth. Quality 3PLs offer real-time warehouse management system (WMS) visibility, omnichannel fulfillment spanning direct-to-consumer, wholesale, and marketplace channels (Amazon, Walmart), kitting and light assembly, and documented order accuracy rates. As supply chain innovations continue reshaping modern retail, the tech stack a 3PL operates has become as important as its physical footprint.


What Retail Brands Should Look for in a Utah 3PL Partner

Business professional reviewing warehouse analytics dashboard on a tablet in a fulfillment center

Choosing a 3PL is a multi-year operational commitment. Brands that treat it as a transactional vendor search tend to pay for that approach later — in service failures, integration gaps, or inflexible contracts during peak season. The following criteria define what a credible evaluation process looks like.

  • Location and zone coverage: Does the facility’s address actually improve your shipping zone profile for your customer base? A Utah warehouse helps brands serving Western and Central U.S. markets — but that benefit diminishes if your buyers are concentrated on the East Coast.
  • Technology stack: Look for real-time WMS visibility, API, and EDI integration with your e-commerce platforms, and automated order routing. As AI reshapes retail supply chains, providers that haven’t adopted predictive inventory tools or machine-learning-assisted slotting are already operating at a disadvantage.
  • Scalability: How does the 3PL handle Q4 volume spikes? Ask for documented performance data from prior peak seasons — not assurances, but metrics.
  • Omnichannel capability: DTC orders, retail wholesale replenishment, and marketplace fulfillment should all operate from a unified inventory pool without separate SKU management or manual reconciliation.
  • Accuracy and accountability: Documented order accuracy rates, shrinkage guarantees, and transparent reporting are non-negotiable. Ask for SLA terms in writing.
  • Reverse logistics: Returns processing is table stakes for any retail brand operating in 2025. Verify the 3PL’s returns workflow before signing — and confirm how quickly returned inventory is restocked and made available.

For retail brands beginning their search in the Mountain West, working with a specialist in 3PL Utah operations means geographic advantage is already built into the partnership — but the evaluation criteria above still apply regardless of where a provider is based.


The Nearshoring and Tariff Tailwind Accelerating Utah 3PL Demand

Utah mountain range skyline paired with a logistics and shipping visual, reinforcing regional identity

Macro forces are pushing brands toward domestic, regional fulfillment networks faster than the geography argument alone would. The Extensiv 2025 State of the Third-Party Logistics Industry Report found that 76% of shippers and 71% of 3PLs are actively moving toward more regional or domestic production networks — a direct response to tariff uncertainty, import disruption, and the resilience imperative that came out of recent global supply chain stress.

Utah benefits from this structural shift as a domestic, centrally-located alternative to coastal distribution. For brands re-evaluating their sourcing and import network visibility and looking to reduce reliance on single-origin fulfillment, a Mountain West 3PL anchor fits the portfolio logic of distributing risk across multiple domestic nodes.

The demand side reflects this. More than 70% of 3PLs reported order volume growth in 2025, with retail consistently ranking as the top sector served across the industry. 3PLs now serve an average of 3.6 industries, but retail volume continues to drive the expansion of physical capacity — including in Utah.


Smarter Fulfillment Starts with the Right Location and Partner

Utah’s case as a fulfillment hub is not a marketing narrative — it is a function of highway intersections, airport infrastructure, state-level capital investment, and a workforce shaped by one of the country’s most logistics-dense economies. For retail brands serving Western and national markets, the geographic math increasingly points to the Mountain West.

The brands that evaluate Utah-based 3PL partners now are positioning themselves ahead of a delivery expectation curve that continues to tighten. Two-day ground delivery was once a premium; it is now the minimum threshold for competitive retail. The fulfillment infrastructure to meet it reliably — at sustainable cost — is not built overnight. The time to establish that foundation is before the next peak season, making the gap obvious.

We’re Using ShipStation, but Want a Tool to Better Manage Orders and Inventory Across All Our Sales Channels

ShipStation is a solid shipping tool. If your primary need is printing labels, managing carriers, and getting packages out the door, it does that job well. But if your inventory is never quite accurate, your orders are still scattered across multiple dashboards, and your team is spending too much time manually connecting the dots between sales channels and your warehouse, that feeling is telling you something important.

ShipStation was built to solve the shipping problem. It was not built to solve the operations problem. For multichannel e-commerce businesses that are growing, those are two very different things.

What ShipStation Does Well

ShipStation genuinely earns its place in many e-commerce stacks. It handles carrier rate shopping, label printing, batch shipments, tracking updates, and basic order importing well. For a business in its early stages, where shipping coordination is the main challenge, ShipStation delivers real value without a steep learning curve.

The issue is not that ShipStation is bad at what it does. The issue is what happens when your needs grow beyond shipping.

Where ShipStation Falls Short for Multichannel Sellers

Inventory management is the most common breaking point. ShipStation does not maintain real-time inventory across your sales channels. Stock levels across Shopify, Amazon, and Walmart drift apart, and overselling becomes a recurring problem.

Order management is another gap. ShipStation pulls orders in for shipping, but offers no deep visibility into order status across channels, no intelligent routing logic, and no reliable way to manage the full lifecycle of an order from placement to delivery.

For sellers managing multiple channels, multiple stock locations, and growing order volumes, these limitations create a ceiling that becomes harder to work around over time.

What You Actually Need at This Stage

When ShipStation starts to feel insufficient, sellers are usually looking for operational control, not just more shipping features. That means a platform that centralizes every order from every channel in one place, syncs inventory in real time the moment a sale is made, routes orders to the right warehouse automatically, and keeps product data clean and consistent across channels.

ShipStation covers the last mile of that picture. What you are looking for covers the whole thing.

Best Alternatives for Multichannel Operations

1) Goflow — Best overall for centralized multichannel operations

Goflow is the strongest option for sellers who have outgrown ShipStation as their operational backbone. It was purpose-built for exactly the situation most growing multichannel sellers find themselves in.

Where ShipStation starts at the shipping step, Goflow starts much earlier. Orders from Amazon, Shopify, Walmart, and every other channel flow into a centralized queue the moment they are placed. Inventory syncs in real time across all warehouses and selling locations, eliminating overselling. Routing logic sends each order to the right fulfillment location automatically.

Goflow also keeps your product catalog clean and consistent across channels, maintaining SKU mapping and attribute accuracy in one place. On the finance side, it integrates with NetSuite and QuickBooks so your accounting data stays aligned with actual sales and inventory movement without manual reconciliation.

It is worth noting that Goflow and ShipStation are not mutually exclusive. Some sellers use Goflow as their operational core and retain ShipStation for specific carrier workflows. But for businesses that want a single platform to anchor operations around, Goflow is the place to start.

2) Linnworks — Good for order and inventory automation

Linnworks covers order management, inventory tracking, and shipping automation across multiple channels. It is a step up from ShipStation in operational depth and works well for sellers who need solid automation rules and a broader range of integrations. Setup is more involved, but for sellers ready to invest in a proper implementation, it is a capable platform.

3) Cin7 — Strong for inventory-first operations

Cin7 is built around inventory management with strong multichannel support, purchasing workflows, and stock control. If your biggest frustration with ShipStation is specifically the inventory side, Cin7 addresses that well. Sellers who need a full operational hub rather than a focused inventory tool may still need to supplement it with other platforms.

How to Think About the Transition

Be clear about what you are trying to solve before evaluating tools. If the problem is inventory accuracy, focus on platforms with strong real-time sync. If the problem is order management and channel visibility, focus on centralized order management. If it is both — and for most multichannel sellers it is — look for a platform that handles the full operational layer.

Audit your current stack before you move. Understand what ShipStation is actually doing for you today, which parts you want to keep, and which parts you want a new platform to take over.

Conclusion

ShipStation is a good shipping tool, and there is no reason to replace it if shipping coordination is all you need. But if your inventory is out of sync, your orders are spread across too many dashboards, and your team is spending more time managing data than running the business, ShipStation is simply not the right tool for the job you now need done.

Goflow fills that gap directly, giving multichannel e-commerce businesses the operational hub that ShipStation was never designed to be. When your operation is ready for that level of control, Goflow is where to start.

Why Global B2B Brands Outsource Product Listing Management

The product catalog is the primary sales asset in the complex ecology of global B2B commerce. Unlike B2C transactions, which tend to be impulsive and aesthetics-oriented, business-to-business purchases are complicated, research-driven decisions that depend on accurate, detailed, fully structured product information. For brands selling globally across international markets, the challenge of managing this information, technical specifications, compliance data, localized descriptions, pricing tiers, and inventory levels for thousands of SKUs over several platforms is a monumental operational task. This is why a vast number of global B2B leaders make the smart decision to outsource product listing management for global B2B brands, turning what could be a logistical challenge into an opportunity for competitive differentiation.

The Unique Complexity of B2B Product Data

There is a chasm of difference between B2C and B2B product data. A B2C listing may need eye-catching imagery and a succinct description. A B2B listing, on the other hand, has to handle technical datasheets, CAD drawings, compliance certificates, material safety data sheets, multilingual specs, and a complex pricing model based on volume tiers or customer contracts. More precisely, keeping this dense information accurate and consistent as it flows through a complex global supply chain is an undertaking that is quickly beyond the capacity of internal teams. Mistakes are more than just annoying; they can result in incorrect orders, supply chain disruption, and compliance failures. When businesses outsource product listing management for global B2B brands, they gain access to specialized expertise to handle this complexity, ensuring that every technical attribute is correctly captured and presented.

The Scalability Imperative in Global Markets

For B2B brands, global expansion is a major growth driver, but it comes with exponentially more complexity in data management. Launching in a new geographic market frequently requires the localization of product listings for local languages, units of measure, regulatory standards, and marketplace requirements. It is a slow, expensive, and resource-intensive procedure to build an internal team that can take care of this for multiple regions. Outsourcing provides immediate, inherent scalability. A partner like Data Entry Outsourced (DEO), backed by a team of 250+ trained professionals, can quickly scale operations to support product line expansion and faster market rollout. This kind of agility enables B2B brands to implement global strategies without the delay of in-house recruiting and training.

Accuracy as a Pillar of B2B Trust

In B2B relationships, trust comes from dependability. The customer ordering industrial components knows that he depends on the absolute accuracy of the product specifications listed. A wrongly rated voltage, an uncoordinated thread size or a technician who has not been certified give rise to enormous monetary and safety consequences, while breaking down trust and endangering long-term collaborations. It’s a whole different ball game compared to B2C, with much higher stakes. That’s why B2B brands need advanced data accuracy controls. Specialized data entry providers reach this through a multi-tier quality assurance process. They prevent damaging the company’s reputation and appearance in B2B relationships by making sure every description, feature and specification is error-free.

Efficiency Gains and Cost Optimization

Maintaining an in-house product listing management team incurs a high fixed cost. It requires an investment of salaries, benefits, ongoing training and the technological infrastructure. To many B2B organizations, this is a poor use of capital. Outsourcing turns this fixed cost into a variable, predictable operating expense. As noted by providers such as DEO, the model offers cost savings with improved turnaround times. Professional service providers allocate dedicated resources to update catalogs and prices in real time so sales teams and distributors always have the most relevant information, reducing quote errors and speeding the sales cycle. That operational efficiency translates to a healthier bottom line.

Leveraging Specialized Expertise and Technology

In B2B ecommerce, product listing management goes way beyond data entry; it involves familiarity with industrial classifications, technical jargon and specific requirements of each sector. Top outsourcing partners build teams around this expertise based on the companies they serve. Moreover, they spend on expensive tools and technologies for data processing, validation, and synchronization that may be too costly for a single company to purchase. By leveraging this expertise and technology ecosystem, B2B brands enhance their internal capabilities, ensuring product data remains accurate and discoverable across international marketplaces and procurement platforms.

Allowing Internal Talent to Focus on Core Strategies

Perhaps the most powerful strategic advantage is that new leadership liberates internal talent. After all, when overworked product managers, engineers and marketers are no longer spending hours on data entry and catalog housekeeping, they can focus on higher-end activity. Product innovation, supplier relationship management, pricing strategy, and insights into customer needs can all get their attention. This redistribution of intellectual assets literally redefines the organization as it transitions from being in maintenance mode to operating from a place of growth and market dominance.

Conclusion

By outsourcing product listing management, B2B global brands make a strategic investment in scalability, accuracy, and competitive positioning. This partnership translates the convoluted ordeal of handling technical, multi-lingual, and compliance-heavy product data for international markets into a quick and seamless process. It makes sure every specification, certification, and pricing tier is painstakingly kept so the trust on which B2B relationships are built can be realised. Moreover, it frees internal teams to focus on innovation, new markets, and customer strategy instead of the drudgery involved in maintaining data. Isn’t it what every global B2B enterprise would want to leverage with specialized expertise when it comes to product listing management? This is by no means an operational aspect; rather, it has become a critical aspect that drives sustainable churn-free growth, keeping you ahead of the competition.

Marugame Udon Opens First Toronto Location

Marugame Udon at 494 Yonge St. in Toronto. Image supplied

Japanese fast-casual dining concept Marugame Udon is expanding its Canadian footprint with the opening of its first Toronto restaurant. The new location at 494 Yonge Street is set to open on Saturday, March 21, introducing the brand’s signature Sanuki-style udon experience to Ontario for the first time.

The arrival of Marugame Udon Toronto follows the company’s initial Canadian debut in Vancouver in 2024 and subsequent expansion into Calgary, reflecting a measured rollout into key urban markets.

 

Downtown Location Anchors Ontario Market Entry

Situated in the heart of downtown Toronto, the 80-seat fast-casual restaurant has been designed to deliver an immersive dining experience centered on freshly made udon noodles. The Yonge Street location places the brand in a high-traffic corridor near transit, residential density, and educational institutions, aligning with its broader site selection strategy.

At the new Marugame Udon Toronto restaurant, guests will be able to observe the preparation of noodles in real time. The open-kitchen format showcases each stage of production, from kneading and cutting to cooking, using traditional Japanese techniques that have defined the brand globally.

This “theatre-style” approach to food preparation has become a core element of the concept, differentiating it from conventional quick-service or casual dining formats and reinforcing its focus on freshness and craftsmanship.

Marugame Udon at 494 Yonge St. in Toronto. Image supplied
 

Menu Focused on Handmade Udon and Japanese Staples

The Toronto location will offer Marugame Udon’s core menu of handcrafted Sanuki-style udon bowls, known for their distinctive chewy texture and simple ingredient profile. In addition to its signature noodle dishes, the menu includes a selection of tempura options such as chicken, shrimp, and vegetables, along with rice bowls and other Japanese staples.

The brand’s emphasis on affordability and customization is expected to resonate with a broad customer base, including students, office workers, and downtown residents. The cafeteria-style service model allows guests to move through stations, selecting their preferred dishes and add-ons before completing their order.

Marugame Udon at 494 Yonge St. in Toronto. Image supplied

Leadership Highlights Toronto’s Food Culture

“We are excited to bring Marugame Udon to Toronto, a city with a truly vibrant and diverse food culture that will celebrate delicious handmade Japanese cuisine that is made fresh and that’s affordable,” said Shawn Du, President and Master Franchisee, Marugame Udon Canada. “Everyone is invited to come by our new Yonge Street location to discover the care that goes into every bowl. Toronto’s newest noodle hotspot is here!”

To mark the grand opening, the company will host a promotional giveaway, offering four $250 gift cards to customers who visit the location and enter for a chance to win. Winners will be announced on April 30.

Canadian Expansion Builds Momentum

The launch of Marugame Udon Toronto represents the brand’s third Canadian location and underscores its ongoing commitment to national growth. The company first entered the Canadian market with a Vancouver location at 589 Beatty Street in February 2024, which quickly achieved strong performance and ranked among the brand’s top global locations in its early weeks.

Expansion continued with a location at CrossIron Mills in the Calgary area, further extending its presence into Western Canada. The move into Toronto signals a strategic shift toward Eastern Canada and introduces the concept to one of the country’s most competitive and diverse restaurant markets.

Additional Canadian growth is already in development, including another Metro Vancouver location at CF Richmond Centre, which is expected to open in 2026.

Marugame Udon at 494 Yonge St. in Toronto. Image supplied

Global Brand Brings Proven Model to Canada

Founded in Japan in 2000, Marugame Udon has grown into the world’s largest Sanuki-style udon chain, with more than 1,000 locations worldwide. The brand’s global success has been built on a combination of operational consistency, authentic product execution, and a scalable fast-casual format.

Its Canadian expansion reflects a broader strategy of targeting high-density urban centres with strong pedestrian traffic and a growing appetite for international dining concepts.

More from Retail Insider:

The Salvation Army Thrift Store opens 7th Store on Vancouver Island

The Salvation Army Thrift Store invites the Sidney community to celebrate the grand opening of its new location on Thursday, March 19, from 9 a.m. to 7 p.m. (CNW Group/The Salvation Army Thrift Store – National Recycling Operations)

The Salvation Army Thrift Store is opening its newest location in Sidney, in the Greater Victoria Area.

The store, located at 2455 Beacon Avenue, will officially open its doors on Thursday March 19.

Located in the downtown core, the 4,300-square-foot store is the 7th Thrift Store location on Vancouver Island, expanding access to affordable, sustainable, and community-driven shopping options for residents across the region, said the organization.

“We’re thrilled to become part of the Sidney community,” said Ted Troughton, Managing Director of The Salvation Army Thrift Store. “This new location gives residents an easy way to shop sustainably while supporting life-changing Salvation Army programs and services that make a vital difference in the lives of individuals and families right here at home.”

Ted Troughton
Ted Troughton

Every purchase and donation made at The Salvation Army Thrift Store directly contributes to the organization’s mission of giving hope and transforming lives. Funds generated through the sale of donated items help support local programs such as food banks, shelters, rehabilitation for those struggling with addiction, and emergency relief efforts, said the organization.

“This new store represents so much more than a place to shop. It’s a celebration of community,” added Troughton. “Every visit to this store, whether to shop or donate, helps us extend hope, dignity, and support to our neighbours. We can’t wait to welcome the Sidney community into this new space.”

There are 97 Thrift Stores across Canada.

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Bramalea City Centre Unveils Redesigned Food Court

Bramalea City Centre food court. Image: Morguard

Bramalea City Centre has unveiled a newly renovated South Food Court, completing a multimillion-dollar project designed to modernize one of the busiest gathering spaces within the property and enhance the overall visitor experience.

Located at 25 Peel Centre Drive in Brampton, the super-regional shopping centre attracts roughly 16 million visitors annually and serves a rapidly growing population across the Peel Region. The renovation represents the latest investment in a property that continues to evolve alongside shifting retail trends and a growing community.

Management says the redesigned dining destination improves circulation, increases seating capacity, and creates a more open and contemporary environment that connects more effectively with the broader shopping centre.

 

A Brighter, More Contemporary Dining Environment

Spanning 31,701 square feet, the renovated food court has been repositioned closer to Centre Court, improving visibility from the mall’s main corridor and creating a stronger connection to surrounding retailers. The project also included infilling a previous floor opening to create a more cohesive layout and smoother circulation for visitors. 

The redesign was led by Pappas Design Studio Inc. in collaboration with Petroff Partnership Architects, introducing a contemporary aesthetic anchored in natural materials and layered textures.

A palette of white and light wood defines the space, complemented by accents of blue, green, black, caramel, and terracotta. Custom millwork, decorative lighting, integrated greenery, and banquette seating create a warm and welcoming environment intended to encourage visitors to linger.

“This transformation marks an exciting milestone for Bramalea City Centre,” said Andrew Butler, General Manager of Bramalea City Centre. “We wanted to create a design-forward space that reflects the energy of our community while improving comfort, sightlines, and the overall dining experience for our visitors.”

Layout Changes Improve Flow and Seating

The Bramalea City Centre food court renovation was prompted in part by the age of the previous space, which had last undergone a major update more than two decades ago.

“The last major renovation of the food court took place in 2004, so it was clearly time for reinvestment,” Butler said. “Our goal was to create a brighter, more contemporary environment by removing visual obstructions and opening the space so it feels more welcoming.”

During the redevelopment, several kiosks that surrounded a floor opening were removed or relocated. The design team then filled the opening and reconfigured the layout to improve customer movement through the dining area.

“We removed several kiosks and redesigned the layout to improve customer flow,” Butler said. “That allowed us to fill in the floor opening and add about 10 percent more seating, which enhances both the customer experience and visibility for our tenants.”

The redesign also improves sightlines across the dining area and provides stronger storefront exposure for food vendors.

Bramalea City Centre (Image: Morguard)

Food Courts Evolving to Meet Modern Needs

Shopping centre food courts have evolved in recent years, reflecting changes in how consumers use retail spaces.

Today’s dining areas often serve as informal workplaces, social gathering spots, and places where shoppers pause during longer visits.

“Today’s food courts serve a broader role than they did in the past,” Butler said. “People often sit down with their laptops or smartphones while they eat, so we’ve incorporated charging options throughout the space, including plug-in and wireless connections.”

The project also integrates sustainability considerations, including redesigned waste and recycling stations aimed at improving diversion and reducing landfill waste.

“Sustainability was an important consideration in the redesign,” Butler said. “We wanted to support recycling and waste diversion so we can reduce what ultimately ends up in landfills.”

New Dining Options Join the Food Court

The renovation also provided an opportunity to strengthen the centre’s food offering.

Two new food vendors, Szechuan Express and Poulet Rouge, have joined the food court lineup, expanding the range of dining options available to visitors.

Food and beverage has become a critical component of the modern shopping centre environment, driving both foot traffic and dwell time.

“If you don’t have a food court today, it doesn’t resonate with customers,” Butler said. “People expect quality food options when they visit a shopping centre.”

Beyond the food court, Bramalea City Centre also features several full-service restaurants located within and around the property, further strengthening its food and beverage mix.

A Social Hub for a Growing Community

Butler said the role of food courts expanded further following the pandemic, reinforcing the importance of shared public spaces within retail environments.

“One thing the pandemic reinforced is that people are social by nature,” he said. “Shopping centres provide a place where people can gather, interact, and spend time together, and the food court plays a big role in facilitating those connections.”

In diverse and fast-growing communities such as Brampton, those spaces also help newcomers integrate into the broader community.

“In a market like Brampton, the shopping centre can act as a place where newcomers connect with their community,” Butler said. “It’s a space where people observe, interact, and become part of the local culture.”

Continued Investment in a Major Retail Destination

With more than 300 stores and services, Bramalea City Centre is among the largest enclosed shopping centres in Canada. The mall continues to attract major international retailers, including UNIQLO and JD Sports, alongside a mix of Canadian and global brands.

According to Butler, continued reinvestment remains critical to maintaining the centre’s relevance as retail continues to evolve.

“In a shopping centre environment, if you’re not evolving, you’re regressing,” he said. “Our goal is to continue reinvesting in the property so Bramalea City Centre remains a AAA regional shopping destination for Brampton, the Peel Region, and the broader GTA.”

The mall’s ownership group has demonstrated confidence in the market by continuing to invest in both the physical property and its tenant mix.

“Our ownership group has shown strong confidence in this market by investing in the asset and attracting the right tenants,” Butler said. “We’re optimistic about the future and believe the centre is well positioned for continued growth.”

 

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What Luxury Really Is in a Changing World

Editor’s Note: This article is the second in a special Retail Insider thought leadership series exploring how luxury retail actually works, based on insights from luxury retail executive Douglas Mandel. [See last week’s, ‘The New Luxury Client’]

Luxury is one of the most overused and misunderstood words in retail. It is applied to everything from handbags to hotels, from watches to wellness retreats. Yet as global markets shift and consumer expectations evolve, the question becomes more urgent: what luxury really is, and what it is not.

Douglas Mandel, former VP of Dior who led Canada and a longtime luxury retail executive, offers a strategic lens on the subject. Drawing from experience across Europe, the Middle East, and North America, Mandel argues that luxury is not defined by price alone. It is defined by discipline, provenance, clarity of direction, and the courage to protect long-term brand equity over short-term revenue.

For Canadian retailers operating in an increasingly complex environment, this distinction matters. Economic volatility, global expansion, sustainability pressures, and digital transparency are forcing brands to clarify their identity. In that context, understanding what luxury really is becomes a strategic necessity.

Douglas Mandel

Scarcity as Strategy

“One of the first and most powerful lessons I learned at Dior was this: Want is a strategy. Scarcity is a tool,” Mandel says.

He recalls overseeing leather goods at Selfridges in London when Dior’s Paris headquarters issued a directive to restrict the supply of its iconic Lady Dior handbag. The decision was not driven by shortage. Inventory was available. Instead, each boutique was given a strict quota in order to heighten desire and protect perception.

Mandel describes a moment when a young woman came in hoping to purchase a Lady Dior as a graduation gift, only to be told the store had reached its allocation. After confirming availability at another location and sending her there, he witnessed firsthand the emotional power of controlled scarcity. She did not simply purchase a handbag. She experienced a story, a chase, and a sense of rarity.

Scarcity in luxury is not about manipulation. It is about meaning. In a market saturated with product, controlled distribution reinforces value. High-end Canadian retailers, particularly those balancing global supply chains with local demand, face increasing pressure to move inventory efficiently. However, Mandel’s perspective suggests that discounting may solve a short-term sales challenge while weakening long-term brand positioning.

Burning Inventory, Not Brand Equity

Mandel also addresses one of luxury’s most controversial historical practices: destroying unsold inventory rather than discounting it.

As a former general manager for Dior in Russia and the CIS, he observed end-of-life products being pulled and, in some cases, physically destroyed instead of cleared through markdowns. The rationale was clear. Protect brand equity, pricing power, and the emotional currency of scarcity.

Today, growing sustainability expectations have forced evolution in how brands handle excess stock. Transparency and environmental responsibility have become strategic imperatives. Yet the underlying philosophy remains intact. Luxury brands often choose to sacrifice short-term revenue in order to preserve long-term perception.

For Canadian retailers, this tension is increasingly visible. Consumers are more value conscious, yet luxury still relies on disciplined distribution. The strategic question becomes not how quickly product can be moved, but how brand equity can be protected.

The Colonnade on Bloor Street in Toronto. Image: Morguard

The Power of Brand Home

Another core pillar in understanding what luxury really is lies in the concept of the Brand Home.

Mandel describes the Brand Home as more than a founding address. It is the physical anchor of identity, a place where provenance, production, and experience intersect. Whether it is a vineyard in Bordeaux, a leather workshop in Florence, or a flagship in Paris, the Brand Home signals permanence.

In his view, a luxury brand without a meaningful Brand Home risks weakening its claim to authenticity over time. Provenance builds trust. Craftsmanship requires space and continuity. Experience is amplified when rooted in geography.

This perspective resonates in Canada, where luxury retail often operates at a distance from European ateliers and historic workshops. For brands entering the Canadian market, the question becomes how to communicate origin and integrity in a way that feels tangible and credible.

Permanence, Mandel suggests, is power. In an era of rapid expansion and social media-driven visibility, luxury brands must anchor themselves somewhere real.

Global Expansion as a Mirror

Opening stores in new countries, Mandel argues, is one of the fastest ways to learn what a brand truly stands for.

Global expansion tests not only logistics and supply chains, but cultural intelligence and emotional clarity. A brand that thrives in Toronto may require different service rhythms in Paris or Dubai. Localization is not dilution. It is translation.

However, Mandel cautions that successful global expansion depends on transporting culture, not just aesthetics. Operating systems, training frameworks, and service rituals must be codified and scalable. Without that discipline, brand identity can fragment.

For Canadian retailers expanding internationally, or global brands deepening their presence in Canada, this lesson is particularly relevant. Consistency is not about identical floorplans. It is about emotional coherence. The store in Vancouver does not need to look like the flagship in Milan. It must feel aligned in spirit, intention, and quality.

Global perspective often clarifies domestic positioning. By seeing how a brand performs abroad, leaders gain insight into what is essential and what is adaptable.

Production Integrity and Provenance

When asking what luxury really is, Mandel returns repeatedly to quality and provenance.

Luxury traditionally implied heritage and longevity. Clients purchased not only the object, but the years of reputation behind it. Today, newer brands can enter the luxury space without centuries of history, but only through extraordinary execution and uncompromising quality.

Where a product is made matters. Manufacturing in a country of origin signals control, values, and integrity. Outsourcing production may support scale, but it can dilute narrative.

For Canadian consumers, who increasingly value transparency and sustainability, provenance is more than romantic storytelling. It is proof of commitment. The more accessible information becomes, the more important production integrity will be to maintaining trust.

Royalmount in Montreal. Photo: Bruno Ranieri

The Clear View Strategy

Luxury strategy ultimately depends on clarity.

Mandel references what he calls the Clear View Strategy, a framework rooted in knowing precisely where a brand is headed over the next several years. When direction is clear, decisions become simpler. Leaders can decline distractions and move decisively when opportunities align.

He points to examples where brands acted quickly on high-impact opportunities because their strategic objectives were defined in advance. Without clarity, even promising initiatives can create confusion.

In today’s changing world, where luxury brands face economic headwinds, digital disruption, and shifting generational expectations, clarity of vision becomes a competitive advantage. Strategy is not a static document. It is a lens through which every tactical decision is evaluated.

What Luxury Really Is

Luxury is evolving. However, its foundational pillars remain intact.

It is quality expressed at the highest level. It is scarcity used with discipline. It is production rooted in provenance. It is a Brand Home that signals permanence. It is expansion guided by cultural intelligence. It is strategy grounded in clarity.

For Canadian retailers operating within an increasingly global luxury ecosystem, these principles offer direction. The temptation to chase volume, visibility, or rapid growth is strong. Yet as Mandel’s perspective makes clear, true luxury is built on patience, consistency, and long-term thinking.

In a world defined by acceleration, luxury remains deliberate.

Understanding what luxury really is is not an academic exercise. It is a strategic imperative. The brands that protect their identity, safeguard their equity, and define their direction clearly will not simply survive change. They will shape the next era of luxury retail.

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Tonica Kombucha founder reflects on two decades of growth from kitchen startup to national brand

Zoey Shamai
Zoey Shamai

What began as a small home-brewing experiment in a Toronto bachelor apartment has grown into a national beverage business producing about 1,000 cases a day, according to the founder of Tonica Kombucha.

Zoey Shamai, founder and owner of the Ontario-based company, says the kombucha maker is now operating from a 12,000-square-foot production facility in Woodbridge and selling products across Canada through major retailers, after starting the business two decades ago with no intention of building a company.

“When I started kombucha, there was zero kombucha anywhere.”

At the time, kombucha, a fermented tea drink, was largely unknown in Canadian retail markets. Shamai said it existed mainly as a home-brewed beverage passed through communities over centuries before appearing among health-focused groups in North America.

Her introduction to the drink came while studying yoga and living in an ashram in New Mexico, where kombucha was commonly made.

Zoey Shamai
Zoey Shamai

“It was the first time I had ever seen it,” she said. “The next day for my digestion, it was so amazing that I fell in love with it, started making it, brought it back to Toronto, and that was the beginning of what was Tonica.”

Today, the kombucha category has expanded significantly in grocery stores, where entire sections are dedicated to the drink. The brand was at the forefront of introducing the beverage to Canadians.

From kitchen batches to production facility

The business began modestly. Shamai brewed kombucha in her apartment while working as a yoga instructor and waitress. Her first commercial opportunity came through a Toronto restaurant where she worked.

The establishment, one of the city’s early raw vegan restaurants, agreed to place the beverage on its menu.

“It tasted like a delicious soda or like an alcohol substitute,” she said. “From there, people started to ask if they could buy bigger bottles, and it sort of organically started to grow.”

That early arrangement lasted about six months before the restaurant decided to produce its own version of the drink. The setback led Shamai to pursue retail distribution.

Encouraged by her mother, an entrepreneur who helped pioneer a hemp consumer packaged goods company in Canada, Shamai began gathering signatures from consumers who said they would buy the product if it were sold in stores.

She then approached a health food retailer in Toronto with the list of potential customers.

“He said, ‘If you get insurance, I’ll do it,’” Shamai recalled. “So that’s how it started.”

The company moved out of Shamai’s apartment and into its first dedicated facility in 2009. As the business expanded, production operations shifted through several locations before settling into the current Woodbridge facility in 2018.

“We’ve had five different facilities as we expanded,” she said. “We’re starting to get close to outgrowing this one too.”

Building a national beverage operation

Tonica Kombucha now produces multiple formats, including bottles, cans, kegs and private-label products. The company distributes its beverages through brokers and distributors across Canada.

Shamai estimates production reaches about 1,000 cases daily.

“We run all through the week,” she said. “We have litre bottles, small bottles, cans, we do kegs, and we also do white labels.”

The product line includes about 10 flavours, with variations between packaging formats. Shamai said she initially developed the first group of flavours herself before expanding the process with a quality assurance team.

“My goal was to make kombucha not a health food, but to make it so delicious that anyone would enjoy it as a regular soda,” she said.

She credits the lighter flavour profile of Tonica’s beverages as a factor behind its expansion into major retail chains.

Zoey Shamai
Zoey Shamai

Growing alongside the category

Shamai said Tonica’s growth has paralleled the rising popularity of kombucha among consumers.

“When I started bringing kombucha to stores, there was no kombucha category. It was nowhere,” she said. “Now you walk in and you see shelves and shelves filled.”

She believes consumer awareness around nutrition and digestive health has played a role in the category’s development.

“I think as baby boomers started to age and the generations after became much more educated about the foods that they eat being essential to the health they have every day,” she said.

Despite the category’s growth, the company’s expansion was largely self-funded. Shamai said she reinvested revenue back into operations during the early years instead of seeking outside investment.

“For the first 10 years, there wasn’t anything to put into advertising or even pay myself,” she said. “It was really just customer loyalty, repeat customers and incredible retail partners that helped us grow.”

Tonica Kombucha photo
Tonica Kombucha photo

Dragon’s Den exposure

A turning point in brand awareness came after Shamai appeared on the television program Dragon’s Den in 2012.

She said three investors offered deals during the episode, including Arlene Dickinson, Kevin O’Leary and Jim Treliving. Although she initially accepted an offer involving O’Leary and Treliving, she later declined the partnership after the show during due diligence.

“I realized I really didn’t want to have them as partners,” she said.

Shamai returned to the program in 2016 for a follow-up segment highlighting the company’s progress.

She said the exposure helped open doors with large retailers.

“We had Metro reach out,” she said. “Then Shoppers Drug Mart, Farm Boy. To get into those big doors, it really was Dragon’s Den that helped open the door to the awareness.”

Scaling production challenges

One of the biggest operational challenges in building the company involved scaling production of a fermented beverage that many manufacturers were reluctant to handle.

“A lot of beverages are co-packed, but nobody wanted to touch kombucha because of the bacteria in it,” Shamai said.

She approached multiple co-packers and beer producers but found little interest.

“The challenge was figuring out how do I scale up this very delicate process,” she said. “It’s easy to make a couple of batches, but scaling it to volume with forecasts and numbers to meet that was one of the biggest challenges.”

Tonica Kombucha photo
Tonica Kombucha photo

Expansion and new products ahead

Looking ahead, Shamai said the company is preparing to introduce new products outside the kombucha category for the first time.

The development comes as the company nears capacity at its current facility.

“We’re about to launch a bunch of innovation, not kombucha, for the first time,” she said. “That’s really exciting.”

To mark its 20th anniversary, Tonica is introducing a DIY Kombucha Kit, giving Canadians the opportunity to brew their own kombucha at home using Tonica’s starter.

Despite the company’s growth, Shamai said the business developed gradually through operational improvements and reinvestment rather than a deliberate expansion strategy.

“I didn’t really have a plan to grow it into such a big company,” she said. “I just kept improving the systems and putting everything back into the business.”

Reflecting on the company’s path, she said early success was driven largely by customers returning to buy the product.

“It grew naturally,” Shamai said. “Customers felt it, they loved it, and they came back for more.”

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Vancouver’s The Candy Room marks decade in business with renovation and online expansion plans

Rami and Maya Hawari
Rami and Maya Hawari

A Vancouver candy retailer is marking a decade in business by reopening its flagship store following renovations and preparing to launch an online shop aimed at extending its reach beyond its single physical location.

Rami Hawari, co-owner of The Candy Room with his wife Maya Hawari, said the business has grown steadily by positioning itself as a destination for international and hard-to-find confectionery while maintaining a focus on product innovation and customer demand.

“We started back in 2016. So it’s our 10-year anniversary this month now,” Hawari said, noting the company continues to operate from its original Robson Street location.

The milestone comes as the retailer completes upgrades to the approximately 1,400-square-foot store, which recently reopened after renovations. Hawari said the business has maintained a deliberate strategy of concentrating resources on a single bricks-and-mortar site while exploring new channels for growth.

For now, that growth is expected to come through e-commerce rather than additional physical locations.

“We are now launching our online shop,” he said. “We are doing lots of efforts now on the online shop. It should be up and running, hopefully sometime next month.”

Customer demand drives online expansion

Hawari said customer demand has played a key role in shaping that decision, particularly from visitors who travel to Vancouver and later want to repurchase products from their home provinces or countries.

“Lots of our customers are asking us to have an online store, especially those who come and visit from different provinces or from outside the country,” he said. “They wanted to buy the products again.”

The planned online platform is expected to carry between 2,000 and 3,000 items and offer shipping across Canada and internationally, potentially widening the company’s customer base while allowing it to build on brand recognition established through its physical storefront.

Since its launch, The Candy Room has sought to differentiate itself by emphasizing direct imports and a curated assortment of nostalgic and global confectionery. Hawari said the founding concept was to move beyond what he described as a traditional candy store format.

The Candy Room photo
The Candy Room photo

“When I first decided to open the store back in 2016, we wanted to present a candy store which is different than the traditional candy stores,” he said. “The focus was, and still is, to bring candies from all around the world to the customer base.”

The company has also built its identity around bulk product selection. Hawari said the store initially introduced more than 420 bulk candy options and has since expanded that offering following the recent renovation.

Emphasis on variety and international sourcing

“Once we just reopened now, it’s more than 440, something like that, different bulk items we have in the bin,” he said, adding he believes the store’s selection ranks among the largest in the country.

The emphasis on variety and international sourcing has shaped the retailer’s growth trajectory, according to Hawari, who described the business as becoming known for introducing emerging confectionery trends and unique flavours to the local market.

“We became like a trendsetter in that sense of the international candy trend,” he said. “It became known as exotic candy in terms of unique flavours and unique products in the market.”

While the company has remained focused on a single storefront, Hawari said the strategy reflects both operational discipline and a desire to strengthen the existing retail experience before pursuing broader physical expansion.

“For now, we’re focusing on that as a retail store,” he said.

Hawari’s interest in the confectionery sector predates the launch of The Candy Room. He said his family has been involved in the candy business for generations, providing early exposure to industry knowledge and shaping his long-term career direction.

“I come from a family who’s been in the candy business since my grandfather’s days,” he said. “I’ve always been around candy talk and the candy industry insights since I was a kid.”

That background contributed to his decision to pursue entrepreneurship within the sector, eventually leading to the creation of the Robson Street shop.

“I always had it on the back of my mind, whatever I do, candy was the main thing I always fell back to,” he said.

The Candy Room photo
The Candy Room photo

Over the past decade, Hawari said the business has built a reputation among candy enthusiasts seeking specialty products and nostalgic brands that are not widely available through conventional retail channels.

“The growth was very steady,” he said. “We became like the candy destination in Vancouver for all candy lovers and candy enthusiasts.”

Maintaining a focus on innovation

Looking ahead, Hawari said the company intends to maintain its focus on innovation, product sourcing and industry partnerships as it navigates its next phase.

“We always focus on innovation in terms of bringing new products, collaborating, that’s what sets us apart from all other people in the industry,” he said.

With its renovated store now open and online operations expected to launch soon, The Candy Room’s leadership is positioning the business to build on a decade of niche retail success while testing new ways to connect with customers beyond its West Coast base.

“We have the heritage we have, the history we have in the industry, and the focus we have on international candy and the knowledge in that domain,” Hawari said.

The Candy Room is celebrating its 10-year anniversary with a soft opening right now of its renovated store. The grand opening is Friday March 20.

“We wanted to build a space that feels nostalgic yet current, where customers can discover viral, limited-edition and hard-to-find sweets from around the world,” said Maya Hawari.

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