Costco is opening a store in Brantford, Ontario this week, with Ontario's first Costco sushi bar. Photo Costco
Winnipeg-based Shindico, a commercial real estate firm, has announced that Costco will be opening up at Westport in the Manitoba city in late 2025.
Construction of the new 166,984-square-foot Costco store has already started. The store will offer its usual inventory of grocery and household products and will complement the existing store locations in the city, while also providing a convenient place to shop for destinations west of the City, said Shindico.
Sandy Shindleman
“We’re very excited to have Costco join our Westport development. They will be a great amenity for all of Western Manitoba and will spur more retail development at Westport. Congratulations to Costco on their fourth store in Winnipeg,” said Sandy Shindleman, Founder and Chairman at Shindico.
Shindico said Westport is an exciting new mixed-use development with 1,000,000 square feet of proposed building area on 70 acres of land featuring retail, hotels, restaurants, offices, warehouses and multi-family opportunities.
Located near the intersection of the Perimeter Highway and Portage Avenue, Westport is situated in the heart of the largest concentration of sporting and recreational complexes in Manitoba, including the 460-acre Red River Exhibition Park (“Manitoba’s State Fair Grounds”), Assiniboia Downs Horse Racing and Hockey for all Centre — NHL Winnipeg Jets and AHL Manitoba Moose practice facility and home to a world-class concussion centre, it said.
Founded in 1975, Shindico Realty Inc. is a full-service commercial real estate company and one of the largest privately owned real estate firms in Manitoba. As owners and managers of commercial real estate, Shindico’s diverse portfolio of properties includes shopping centres, office buildings, industrial parks, multifamily apartments, personal storage, and mixed-use developments.
Restaurant transactions increased by 7.6 percentage points on average during the GST and HST holiday, according to new data released Friday by Restaurants Canada.
“Canada is facing potentially one the biggest economic threats in its history. When we have something like the GST/HST holiday stimulating job growth across the country now is not the time to disrupt that momentum. Now is the time to make bold moves to bolster our local economies, protect Canadian jobs and help Canadians bridge to better times.”
Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a $120 billion industry employing nearly 1.2 million Canadians and is the number one source of first-time jobs in Canada.
The association said the average transaction size at table-service restaurants rose by 5.4% year-over-year in the first six weeks of the GST and HST holiday, based on transaction data from Moneris and applying Restaurant Canada methodology. This represents a 7.6 percentage point swing compared to the three weeks before the tax holiday, when transactions were on average 2.2% lower year-over-year. Quick service restaurants saw an 8.3 percentage point increase in transaction sizes and drinking places saw a 7.5 percentage point boost.
Extending the tax holiday
“Restaurants Canada’s early estimate was that the tax holiday would lead to a 5% to 7% increase in restaurant sales, the equivalent of an additional $1.5 billion during the two-month period. This has been a lifeline for an industry that is in worse shape now than it was during the pandemic. More than half of restaurants are operating at a loss of just breaking even, compared to just 12% pre-pandemic,” added Chris Elliott, Restaurants Canada Chief Economist and Vice-President of Research.
The association said it has been calling on the federal government to extend the tax relief until the tariff dispute with the United States is resolved and pass legislation to make prepared food permanently tax-free once Parliament is back in session.
“Last week, job numbers from Statistics Canada showed employment in the industry is also up by 6%, creating 34,600 new jobs at a time of low job security and worries about the impact of tariffs on employment. Extending the holiday would not only protect jobs it would create additional ones, providing security for many Canadians,” it said.
Few topics in Canadian agriculture generate as much debate as supply management in the dairy sector. The issue gained renewed attention when in his first term, U.S. President Donald Trump criticized Canada’s protectionist stance during NAFTA renegotiations, underscoring the need to reassess the system’s long-term viability. While proponents argue that supply management ensures financial stability for farmers and shields them from global market volatility, critics contend that it inflates consumer prices, limits competition, and stifles innovation.
The Origins and Evolution of Canada’s Supply Management System
Designed in the 1970s to regulate production and stabilize dairy prices, Canada’s supply management system operates through strict production quotas and high import tariffs. However, as successive trade agreements such as the USMCA, CETA, and CPTPP erode these protections, the system appears increasingly fragile. The federal government’s $3 billion compensation package to dairy farmers for hypothetical trade losses is a clear indication that the current structure is unsustainable.
Instead of fostering resilience, supply management has created an industry that is increasingly dependent on government payouts rather than market-driven efficiencies. If current trends persist, Canada could lose nearly half of its dairy farms by 2030—regardless of who is in the White House.
Consumer Trust in the Dairy Industry is Declining
Consumer sentiment is also shifting. Younger generations are questioning the sustainability and transparency of the dairy industry, particularly in light of scandals such as ButterGate, where palm oil supplements were used in cow feed to alter butterfat content, making butter harder at room temperature. Additionally, undisclosed milk dumping of anywhere between 600 million to 1 billion liters annually has further eroded public trust. These factors indicate that the industry is failing to align with evolving consumer expectations.
One of the most alarming findings in the policy assessment is the extent of overcapitalization in the dairy sector. Government compensation payments, coupled with rigid production quotas, have encouraged inefficiency rather than fostering innovation. Unlike their counterparts in Australia and the European Union—where deregulation has driven productivity gains—Canadian dairy farmers remain insulated from competitive pressures that could otherwise drive modernization.
Geographic Imbalance in Dairy Production is Creating Disparities
The policy assessment also highlights a growing geographic imbalance in dairy production. Over 74% of Canada’s dairy farms are concentrated in Quebec and Ontario, despite only 61% of the national population residing in these provinces.
This concentration exacerbates supply chain inefficiencies and increases price disparities. As a result, consumers in Atlantic Canada, the North, and Indigenous communities face disproportionately high dairy costs, raising serious food security concerns. Addressing these imbalances requires policies that promote regional diversification in dairy production.
Reforming Production Quotas and Tariffs for a More Competitive Market
A key element of modernization must involve a gradual reform of production quotas and tariffs. The existing quota system restricts farmers’ ability to respond dynamically to market signals. While quota allocation is managed provincially, harmonizing the system at the federal level would create a more cohesive market. Moving toward a flexible quota model, with expansion mechanisms based on demand, would increase competitiveness and efficiency.
Tariff policies also warrant reassessment. While tariffs provide necessary protection for domestic producers, they currently contribute to artificially inflated consumer prices. A phased reduction in tariffs, complemented by direct incentives for farmers investing in productivity-enhancing innovations and sustainability initiatives, could strike a balance between maintaining food sovereignty and fostering competitiveness.
Resistance to Change and the Risk of Inaction
Despite calls for reform, inertia persists due to entrenched interests within the sector. However, resistance is not a viable long-term strategy. Industrial milk prices in Canada are now the highest in the Western world, making the sector increasingly uncompetitive on a global scale. While supply management also governs poultry and eggs, these industries have adapted more effectively, remaining competitive through efficiency improvements and innovation. In contrast, the dairy sector continues to grapple with structural inefficiencies and a lack of modernization.
That said, abolishing supply management outright is neither desirable nor practical. A sudden removal of protections would expose Canadian dairy farmers to aggressive foreign competition, risking rural economic stability and jeopardizing domestic food security. Instead, a balanced approach is needed—one that preserves the core benefits of supply management while integrating market-driven reforms to ensure the industry remains competitive, innovative, and sustainable.
The Future of Canada’s Dairy Industry
Canada’s supply management system, once a pillar of stability, has become an impediment to progress. As global trade dynamics shift and consumer expectations evolve, policymakers have an opportunity to modernize the system in a way that balances fair pricing with market efficiency. The recommendations from Supply Management 2.0 suggest that regional diversification of dairy production, value-chain-based pricing models that align production with actual market demand, and a stronger emphasis on research and development could help modernize the industry. Performance-based government compensation, rather than blanket payouts that preserve inefficiencies, would also improve long-term sustainability.
The question is no longer whether reform is necessary, but whether the dairy industry and policymakers are prepared to embrace it. A smarter, more flexible supply management framework will be crucial in ensuring that Canadian dairy remains resilient, competitive, and sustainable for future generations.
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 48 hours.
Despite the heavy snowstorm, people were lined up outside the store starting at 4 a.m. to be first in for the grand opening.
This is the company’s 38th store in North America, with the previous store opening in Bellevue, Washington. It is also the second downtown Toronto location, with the store size of 31,000 square feet, fairly the same as T&T College store.
The store will be open seven days a week, from 9 a.m. to 10 p.m.
The store is bringing food offerings that T&T fans know and love, including a street food section, self-serve hot food, sushi, PaPa Chicken, Egg Tart and more!
CEO Tina Lee. Source: T&T
This is the only store in the GTA that features a self-serve kiosk in its street food section, allowing customers to order fancy Chinese crepes, rice wraps and more street foods on their own, said the company.
“We’ve seen such overwhelming demand at our College and Spadina location, we knew the city was ready for more. When deciding on the location of the new store, we knew a large portion of our delivery orders were going to the Yonge and Dundas area, so it was the natural choice,” said Tina Lee, CEO, in a previous story with Retail Insider.
“University students, with their busy schedules and often on their own for the first time, may not have the time or the knowhow to cook for themselves. In addition to ready-to-eat meals, fresh fruits and vegetables, and, of course, late-night study snacks, we’re happy to offer students in the area some familiar flavours from home.”
“Yonge and Dundas is the most iconic intersection in the whole country. So it’s very exciting to be there together and alongside some of the biggest brands in Canada and some of the biggest international brands that come to Canada. They want to be at that intersection as well,” said Lee.
For years, the retail industry has debated the benefits of wholesale versus direct-to-consumer (DTC) sales. While DTC has been celebrated as a profitable alternative, many brands are discovering that eliminating wholesale partnerships is not the silver bullet they once thought. In her new book, The Whole Sale, Liza Amlani, Principal and Founder of Retail Strategy Group, challenges this misconception and offers a comprehensive guide for brands navigating the wholesale landscape.
Amlani, a retail expert with over two decades of experience, co-authored the book with her husband, Raj Dhiman, PhD. The book provides insights and practical tools for brands looking to establish and maintain successful wholesale partnerships. In an interview, Amlani shares her perspective on why wholesale remains a crucial strategy for growth and long-term profitability.
The Genesis of The Whole Sale
“The idea for the book actually came from our newsletter, The Merchant Life,” Amlani explains. “We wrote an article called ‘Wholesale Isms’ about what brands need to succeed in wholesale, and it really resonated. It got forwarded around and referenced often, so we realized there was a gap in the market for a comprehensive guide.”
Liza Amlani and Raj Dhiman, PHD
After conducting research, Amlani found a surprising lack of resources available for brands looking to navigate wholesale effectively. “I taught at the Fashion Institute of Technology (FIT), and they had a wholesale course, but it focused on sales rather than strategy. That was another signal that brands needed more guidance. We also saw a widespread misconception that wholesale isn’t as profitable as DTC, which we knew wasn’t true,” she says.
Structuring the Guide
Designed as a practical toolkit, The Whole Sale offers brands step-by-step guidance, complete with templates, tables, and tools to streamline wholesale operations. “The book isn’t a heavy lift—it’s only 40 pages—but it’s packed with actionable insights,” Amlani says. “I’ve even sent it to retail buyers, and they’ve told me, ‘I wish brands had this before they came to see us.’”
Having spent 20 years as a buyer, Amlani saw firsthand the inconsistencies in how brands presented themselves. “Every brand came in with different formats for line sheets, different negotiation strategies, and often without doing the necessary homework. The book helps brands not only get onto shelves but also stay there,” she emphasizes.
Wholesale vs. DTC: A Profitability Misconception
The narrative around DTC has often positioned it as a more lucrative strategy, but Amlani argues that wholesale offers critical advantages. “When brands go DTC, they take on all the costs of inventory, marketing, customer acquisition, and logistics. These costs eat into margins,” she explains. “With wholesale, retailers absorb a lot of those operational costs, making it a highly profitable channel in many cases.”
Wholesale also enables brands to scale efficiently. “If a brand wants to enter a new market, setting up stores or e-commerce fulfillment in that region is incredibly expensive and resource-intensive. Partnering with a retailer that already has a footprint there provides access to customers without the same level of investment,” Amlani adds.
The Modern Wholesale Landscape
The past decade has seen dramatic shifts in retail, especially post-pandemic. Amlani notes that brands today must be more strategic than ever when approaching wholesale. “Retailers are constantly looking for fresh, exciting products to keep their customers engaged. Some Canadian retailers, for instance, are prioritizing ‘Made in Canada’ products or those with a transparent supply chain,” she points out.
Technology has also played a role in reshaping wholesale relationships. “Retailers and brands are using insights from data to refine their strategies. Localization, curated product assortments, and personalized customer service are now table stakes,” she explains. “Brands that can offer retailers a clear merchandising strategy and performance insights have a better chance of securing partnerships.”
The Wholesale Conditions Test
For brands considering wholesale, Amlani and Dhiman developed the Wholesale Conditions Test—three key questions to determine the right retail partners:
Where are your target customers shopping?
Where are your competitors selling?
Which retailers align with your brand DNA?
“This helps brands narrow down their approach and ensure they’re targeting the right retailers,” Amlani says. “For instance, should they be in luxury, off-price, grocery, or specialty stores? A retailer like Joe Fresh carries brands like Levi’s and Puma, so there’s a fit for wholesale across different categories.”
Wholesale in the Next Five Years
Looking ahead, Amlani predicts continued growth in wholesale, driven by the need for retailers to offer unique, curated assortments. “Retailers are always looking for exciting products to differentiate themselves and keep customers coming back,” she says. “At the same time, brands will need to be more strategic, ensuring they’re offering the right products to the right retailers.”
She also anticipates shifts in merchandising strategies. “We’ll see retailers refining their product assortments to meet changing consumer demands. Sustainability, resale models, and community-building will become more important,” she notes. “Brands that align with these trends will have an advantage.”
Advice for Brands Hesitant About Wholesale
For brands hesitant to enter wholesale, Amlani has clear advice: preparation is key. “Retail buyers are inundated with pitches, and many brands don’t get a response. But if you come to the table with a well-thought-out plan, you have a better chance of standing out,” she advises.
One of the key concepts in The Whole Sale is merchandising strategy, which Amlani defines as the intersection of product, distribution, and pricing. “It’s about what you sell, where you sell it, and at what price. Brands need to curate their product mix for each retailer or platform they work with,” she says.
Negotiation is another critical skill. “Brands can—and should—negotiate product placement, pricing, and marketing support. Many brands assume retailers will automatically provide these things, but it’s always best to clarify terms upfront,” Amlani adds.
A Must-Have Resource for Brands
Now available in paperback, The Whole Sale is positioned as an essential resource for brands attending trade shows or meeting with retail buyers. “It’s designed to be a reference guide that brands can bring with them to meetings and use in real time,” Amlani says. “It includes prompts for talking to buyers, strategies for getting retail-ready, and even real-world examples from my own experience.”
Ultimately, Amlani believes wholesale remains an essential growth avenue for brands, particularly in today’s complex retail landscape. “The goal isn’t just to get on shelves—it’s to stay there. That’s where preparation, strategy, and the right partnerships make all the difference.”
In an era dominated by fast fashion and rapidly shifting retail landscapes, Toronto-based luxury brand Arpinō is carving a niche with its authentic craftsmanship and timeless elegance. Founded by Mina Elyasian, Arpinō redefines luxury through bespoke knitwear and outerwear crafted from the finest Italian materials.
The Story Behind Arpinō: Rooted in Heritage and Experience
“After COVID, the retail landscape changed dramatically,” Elyasian reflects. “I took time to reassess where I wanted to go and how to pursue it.” Drawing from her deep connections in Italy, she decided to create her own brand, sourcing materials directly from family-owned factories in the Arpinō region near Rome.
Mina Elyasian
Elyasian’s journey spans over two decades in the fashion industry, with experience in retail, styling, and consulting. “Retail is in my DNA,” she says. From owning boutiques to serving as a sales director and stylist for brands like Millie’s and Andrews, Mina’s career is rooted in both the art of fashion and consumer connection. “I’ve traveled the world of retail, from buying to consulting, and styled countless clients. Arpinō is the culmination of everything I’ve learned.”
The name Arpinō honors this rich history. “Arpinō comes from a beautiful region near Rome, filled with olive groves and artisanal traditions,” says Elyasian. “It’s deeply personal to me and my partner, connecting our story with the community that inspires us.”
Redefining Retail: A Bespoke Luxury Experience
Unlike traditional retail models, Arpinō thrives through exclusive trunk shows and private appointments. “I call it a transformational experience,” Elyasian explains. “There’s often a disconnect in retail between product and brand identity. I wanted to change that.”
Arpinō plans to eventually open a showroom atelier in Toronto’s Rosedale or Yonge and St. Clair areas, designed for intimate, by-appointment experiences. “I don’t want a conventional retail store,” Elyasian emphasizes. “It’s about creating a space where luxury feels personal and immersive.”
Image: Arpinō
Italian Craftsmanship: From Artisans to Wardrobes
Arpinō’s product range is crafted in Italy, focusing on small-batch production and sustainable sourcing. The luxury outerwear collection features sophisticated styles made from Sable Wool and Cashmere blends, with optional fox fur trims.
“There’s a niche in Canada for elevated coats beyond parkas and puffers,” Elyasian notes. “We offer elegant, unlined cashmere and sable wool coats, sourced from small, family-owned Italian factories.”
Every garment connects directly to the artisans. “I visit the factories, have meals with the families, and witness the craftsmanship firsthand,” says Elyasian. “When a client buys a piece, I can show them exactly who made it and how it was crafted.”
Bespoke Fashion: Personalization at Its Core
Arpinō’s commitment to bespoke fashion allows clients to select from a variety of colours, styles, and fur trims, with custom orders delivered in four to six weeks. “It’s about creating pieces that reflect individuality,” Elyasian explains. “One client spent $17,000 on custom coats, choosing every detail herself. That’s the level of connection we offer.”
Knitwear, another cornerstone of Arpinō, features materials like cashmere, merino wool, and silk. Priced around $595 for alpaca blends, these knits merge contemporary design with traditional craftsmanship. “If you’re spending $300 on a mass-produced sweater, why not invest a little more in something timeless from Italy?” Elyasian suggests.
Image: Arpinō
Ethical Sourcing and Sustainability: Beyond Trends
Addressing fur’s environmental impact, Elyasian is candid. “Our furs come from ethical sources in Denmark and Finland, crafted by generational Italian furriers,” she explains. “Interestingly, real fur has less environmental impact than synthetic alternatives, which are petroleum-based and harmful to ecosystems.”
She elaborates, “People often overlook that fake fur contributes significantly to environmental degradation because it’s made from plastic-based materials that don’t biodegrade. In contrast, real fur is a natural product with a much smaller ecological footprint over its lifecycle.”
Arpinō’s sustainability commitment extends to small-batch production, emphasizing quality over quantity. “We’re not fast fashion,” Elyasian states. “Our pieces are meant to last, becoming treasured items in a client’s wardrobe.”
Mentorship and Industry Influence
With two decades of industry experience, Elyasian also mentors aspiring fashion professionals. “I believe in homegrown talent,” she shares. “I recruit from schools like Ryerson, where I graduated, to give back and support future fashion leaders.” She frequently lectures at fashion programs, providing real-world insights to the next generation of designers and retailers.
Image: Arpinō
Strategic Growth: The Future of Arpinō
Looking ahead, Arpinō plans to expand thoughtfully. “We’re considering a permanent showroom, possibly converting a heritage brownstone into an atelier,” says Elyasian. “I love the idea of transforming a character-filled space into an intimate showroom where clients can immerse themselves in our brand’s story.”
“It’s not about rapid growth,” she adds. “It’s about perfecting each collection before moving to the next.”
The brand also plans trunk shows at luxury ski clubs and private events across North America. “Our clients are global,” Elyasian notes. “From Aspen to Banff, we meet them where they are, offering personalized experiences.”
Authentic Marketing and Brand Loyalty
Elyasian employs traditional marketing strategies to build genuine relationships. “A lot of my marketing is old-school,” she says. “I reach out directly to people, host trunk shows, and focus on personal connections. It’s about engaging with clients one-on-one and building trust.”
This personal approach fosters strong client loyalty. “When you build real relationships, clients don’t just buy your products; they believe in your brand,” Elyasian explains. “That’s the foundation of everything we do at Arpinō.”
Rains store at 2142 W 4th Ave, Vancouver. Photo: Rains
Danish outerwear brand Rains has officially entered the Canadian retail market with the opening of its first standalone store in Vancouver. The 1,175-square-foot boutique, located at 2142 West 4th Avenue in the Kitsilano neighbourhood, marks a milestone in the brand’s global expansion. This is Rains’ 30th store worldwide and the seventh in North America.
The store’s design reflects both Vancouver’s rugged, outdoor-centric environment and Rains’ signature neo-Scandinavian aesthetic. It features artwork by Danish artist Jacob Egeberg, a frequent collaborator with the brand. The store offers a curated selection of Rains’ core outerwear styles, bags, and seasonal collections designed for the urban consumer facing varied climates.
Building a Stronger Canadian Presence
Rains has been steadily growing its presence in Canada for over a decade. Initially operating through a distributor based in Vancouver, the company took over its own distribution in the market approximately two years ago. This shift allowed the brand to refine its strategic approach to retail expansion in Canada.
“We’re excited to solidify our ties to Canada,” said Daniel Brix Hesselager, Co-Founder of Rains. “We’ve been working with renowned retailers including SSENSE, Holt Renfrew, and La Maison Simons for some time, and it felt like the perfect time to cement our presence with a store. It’s crucial to have that physical connection to consumers, and our locations are the truest representation of our vision and ethos as a company. By stepping inside, customers can be immersed in both our products and wider universe.”
Jan Stig Andersen, CEO of Rains North America, emphasized the importance of the brand’s investment in Canada: “Canada has always been a key region for Rains, and we are excited to bring our brand closer to consumers here through these strategic partnerships and store openings. We believe that our continued investment in this market will solidify our presence and set the stage for long-term success.”
Rains Spring/Summer 2025 campaign image
Toronto Showroom Strengthens Wholesale Business
In addition to the Vancouver store, Rains recently opened a showroom in Toronto on Wingold Avenue. The showroom is part of the brand’s strategy to strengthen its wholesale relationships and provide retail buyers with a comprehensive look at its offerings.
“The showroom is something we do both for our internal teams and for retailers,” said Andersen. “It allows our partners to see the full breadth of our collection, how it’s merchandised, and the potential for their stores. Branding-wise, it’s been very important for us.”
Having a physical space has also been a game-changer for the brand’s operations. “Previously, without a showroom or stores, many of our team members were working remotely. Now, we have a space where we can immerse both our team and visitors in the Rains brand experience,” he added.
Inside the RAINS showroom at 90 Wingold Avenue in Toronto. Photo supplied
Retail Distribution and Growth Strategy in Canada
Beyond its direct-to-consumer retail expansion, Rains maintains a strong presence in Canada through partnerships with key retailers. The brand is currently stocked at approximately 30-40 independent stores. The company is actively expanding its reach among high-end independents, leveraging the Toronto showroom to build deeper relationships with retailers across the country.
In terms of retail stores, Rains follows a ‘cluster strategy’ for retail expansion, focusing on key cities and growing within those markets before expanding further. “When we built our presence in New York, we started with one store. Now, we have six locations there,” Andersen explained. “We plan to follow a similar approach in Canada, beginning with Vancouver and eventually expanding into Toronto and Montreal.”
West 4th Avenue in Vancouver. Image: Apple Maps
Product Offering and Customer Segments
Rains’ product range in Canada consists of outerwear, bags, and accessories, with an even split between apparel and bags. The brand has experienced significant growth in the travel segment, as consumers seek innovative and stylish luggage solutions. Additionally, demand for outerwear—particularly puffer jackets and layered transitional pieces—continues to rise.
The brand attracts two primary consumer groups: those looking for functional, waterproof gear, and a younger, fashion-forward audience drawn to its minimalist, urban aesthetic. “You have the cool young people wearing Rains every day and their parents who might only use it when it rains,” Andersen noted. While rainwear remains core to the business, it represents only about 20-25% of overall sales.
Omnichannel Synergy and Future Expansion
A key element of Rains’ strategy is its focus on creating a seamless shopping experience across retail, wholesale, and e-commerce channels. “The synergy between revenue streams is what’s important,” Andersen said.
“Consumers might see a product in-store, then buy it online, or discover something online and go to a store to try it in person. The key is providing a cohesive experience across all touchpoints.”
Online sales data also plays a critical role in determining retail expansion. By analyzing web traffic and conversion rates in different cities, Rains identifies where consumer interest is highest. “Vancouver is our number one city in Canada, followed by Toronto and Montreal. That’s why our expansion starts in these markets,” he explained.
Distinct Store Design Approach
Unlike many brands that maintain uniform store designs globally, Rains tailors each location’s interior to reflect its surroundings. “Each of our six stores in New York looks different,” Andersen said. “We want each location to feel unique while still aligning with our brand DNA. Some stores serve as community hubs with events and activations, while others focus purely on retail.”
The Vancouver store offers a balanced presentation of outerwear and bags, reflecting the city’s climate and consumer needs. While it isn’t one of Rains’ larger ‘community’ stores, future expansions in Canada could see more flagship-style locations.
Nearly one in five (18%) small- and medium-sized businesses (SMEs) are experiencing cancelled or paused orders due to the ongoing uncertainty around the U.S.-Canada tariff situation, finds new data by the Canadian Federation of Independent Business (CFIB). That number rises to 34% among exporters.
“The uncertainty around tariffs is almost as damaging as tariffs themselves. It reverberates among business owners right now and businesses are adjusting operations on the fly as a result,” said Simon Gaudreault, CFIB’s chief economist and vice-president of research. “While we may have a few weeks of reprieve, there is still concern about the long-term impact of tariffs on small businesses.
Simon Gaudreault
“Some firms may change their business models and find new markets, but it’ll take some time. Many exporters though are telling us it will be a major struggle to pivot, and they’ll have to decide whether to lay off staff, remain in Canada or explore other markets.
“In some sectors, like retail, many businesses are indicating they’ll be forced to pass on increased costs to customers. Others, like in the agri-business sector, report they will be forced to eat most of the increased costs. Overall, small business owners are sending a clear message that U.S. tariffs and Canada’s retaliatory measures will add further financial strain on businesses and Canadians alike.”
The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.
“About one in five businesses say they can survive less than three months without support if tariffs hit. This should sound an alarm for policymakers. Now is the time to cut taxes, adopt mutual recognition to address interprovincial trade barriers, and promote buying local,” added Gaudreault. “If Canada hits the U.S. with retaliatory tariffs, it must make sure any support programs include the needs of small businesses and that the revenue from those tariffs go back to both importers and exporters as quickly as possible.”
The CFIB said a majority (54%) of SMEs say they don’t feel prepared for the impacts of U.S.-Canada tariffs. CFIB data also found that:
24% are looking to delay expansion plans,
20% are looking to reduce workforce/hours,
45% of small firms are looking for new suppliers to address the tariff situation,
62% can pass on costs to customers or clients at varying levels if U.S.-Canada tariffs are imposed.
The CFIB said a strong majority of small firms (81%) said they want Parliament recalled to deal with the tariff threat. CFIB is calling for Parliament to immediately reconvene to help small businesses through this period of instability by:
Stopping the April 1 carbon tax increase
Passing legislation to make sure carbon tax rebates for small businesses are tax free
Passing proposed legislation to increase the lifetime capital gains exemption threshold to $1.25M and ensuring the Canadian Entrepreneurs’ Incentive stays in place.
Small business owners can share their thoughts and experiences with CFIB by visiting cfib.ca/tariffs.
Smile Tiger Coffee Roasters. Photo, Explore Waterloo Region
Happy Belly Food Group Inc., a leading consolidator of emerging food brands, says it has signed an area development agreement for British Columbia to open 25 new franchised locations of its newest acquisition that closed recently, Smile Tiger Coffee Roasters, an emerging brand in the quick service beverage industry.
Sean Black
“As we continue to focus on asset light growth, it made so much sense to partner with Scott Grandin who is easily one of the top Area Developers in Canada’s QSR industry,” said Sean Black, Chief Executive Officer of Happy Belly.
“We are committed to creating shareholder value across our portfolio with our disciplined approach to organic & inorganic growth as we are just getting started in the quick service beverage industry.
“Acquiring cash-flow-positive brands that are debt-free and demonstrate positive same-store sales like Smile Tiger aligns with our low-risk strategy for delivering consistent returns. Now our focus is on leveraging our platform to scale the brand across Canada with a focus on doubling the EBITDA in 24 months or less.”
“We currently have 446 contractually committed retail franchise locations from area developers across all emerging brands in the Happy Belly Food Group portfolio including those in development, under construction or already open. We are working to actively expand this pipeline significantly in 2025 & 2026 with our disciplined approach to growth. It is key for us to continue selecting the right franchise partners along with the right real estate in order to achieve our development goals for the brands. The selection process has now officially started.”
Photo: Smile Tiger Coffee Roasters
“Happy Belly’s track record over the last several years speaks for itself – whether with Heal Wellness, iQ Foods, Via Cibo, Rosie’s Burgers, or Yolks Breakfast, we have consistently proven our ability to acquire high-potential assets at reasonable multiples and rapidly expand their EBITDA. Smile Tiger is no exception. Signing this area development agreement for 25 net new locations in British Columbia alone, exemplifies our ability to identify and integrate strong-performing brands, setting them up for even greater success under our Happy Belly operational framework,” added Black.
