Home Blog Page 54

Groupe Dynamite Shifts Growth to Higher-Productivity Stores as Garage Expands Globally

By
Lee Rivett
-
Dynamite store at Royalmount in Montreal. Photo: Charlie Marois, Berenice Golmann

Groupe Dynamite is increasingly directing store growth toward the U.S. and international markets while upgrading and selectively reducing parts of its mature Canadian network. The strategy is tied to a broader transformation of Garage, where the customer, merchandise mix and approach to real estate have changed substantially over the past several years.

The geographic split was clear in the Montreal-based retailer’s second-quarter results. Canadian revenue declined 1.9% to $145.1 million with 13 fewer stores, while U.S. revenue increased 52.2% to $271.6 million. Management expects future brick-and-mortar growth to come primarily from the U.S. and, over time, the U.K.

Garage already has nearly six times the store density per capita in Canada that it has in the U.S., according to management. Canada offers less white space for conventional store expansion, while its established network includes locations opened during earlier stages of Garage’s development.

The Garage being expanded internationally is also different from the brand on which much of the Canadian network was built.

Garage Has Changed With Its Customer

Andrew Lutfy - Photo courtesy of Carbonleo
Andrew Lutfy – Photo courtesy of Carbonleo

CEO Andrew Lutfy told analysts that Garage’s target customer, or “muse,” was approximately 16 years old six years ago, while its actual customer was closer to 14. Today, the brand targets a 24-year-old customer and its actual customer averages approximately 22.5 years old.

The assortment has changed along with that customer. Lutfy estimated that “casual street” categories, including denim, sweaters and woven shirts, may have represented roughly 70% of Garage sales six years ago. He estimated that figure at approximately 15% today as the company has expanded further into activewear, athleisure and lifestyle dressing.

That evolution creates different circumstances on either side of the border. Canadian shoppers have a longer history with Garage as a denim and casual-fashion retailer, while many U.S. consumers are being introduced to the brand after much of the repositioning has already taken place.

It also gives Groupe Dynamite an opportunity to build much of its U.S. network around the current Garage concept rather than reworking a store base as extensive as the one it already operates in Canada.

Canadian Network Is Being Optimized

Groupe Dynamite continues to invest in Canadian locations through renovations and relocations, but the company has also accelerated closures within the mature network. It closed six Canadian stores during Q2, including four Garage and two Dynamite locations, after closing four Canadian Dynamite stores during Q1.

The 1.9% decline in Canadian Q2 revenue should be considered alongside that reduction in store count. Canadian revenue remained up 2.1% for the first half of the fiscal year, while management characterized Q2 comparable-store performance as approximately flat.

Stifel Managing Director Martin Landry noted that Q2 represented the company’s first year-over-year decline in Canadian sales in four years. He estimated, however, that the reduction was driven largely by store closures rather than deterioration in sales at the remaining locations.

The Canadian strategy is increasingly centred on portfolio productivity. Groupe Dynamite has a large established network in its home market and is determining which stores warrant continued investment, which should be upgraded or relocated, and which no longer fit the economics it wants from the portfolio.

Image: Garage

Investment-Grade Real Estate Takes a Larger Role

Groupe Dynamite classifies Tier 1 through Tier 3 properties as investment-grade real estate and has steadily increased its exposure to those locations. Lutfy has described the philosophy as being the “smallest house on the best street,” reflecting the company’s preference for stronger retail environments over larger stores in weaker locations.

Investment-grade stores accounted for approximately 28% of Groupe Dynamite’s sales in 2017. They now generate roughly 72%.

There is an important difference between that sales concentration and the composition of the physical network. Landry estimates that approximately 57% of Groupe Dynamite’s stores are currently investment grade, while management is targeting approximately 70% by fiscal 2028. He estimates the company will need to renovate or relocate approximately 32 stores over the next two-and-a-half years to reach that level.

The productivity difference between the stores entering and leaving the portfolio is substantial. Landry estimates that new investment-grade stores can generate four to five times the revenue of non-investment-grade locations, with an even larger difference in earnings. New openings are concentrated primarily in Tier 1 and Tier 2 properties, while closures are focused on Tier 4 and Tier 5 stores.

Net store count therefore provides an incomplete picture of Groupe Dynamite’s growth. Replacing a low-volume location with a substantially higher-productivity store can add significant selling capacity without a large increase in the overall size of the network.

Garage’s international expansion reflects that approach. The retailer has entered major U.K. shopping destinations including Bluewater Centre and Oxford Street, with management reporting encouraging early results. In the U.S., locations such as SoHo and the planned New York expansion represent the type of high-productivity real estate Groupe Dynamite is prioritizing.

Inventory Follows Store Productivity

Groupe Dynamite’s real estate strategy is closely connected to how it manages inventory. The company deliberately operates with lean inventory and uses a pull model in which relatively small initial quantities are distributed before subsequent allocations respond to demand.

Stores producing stronger sales and full-price sell-through can pull additional merchandise from the available inventory pool. Management is allocating inventory to maximize productivity and gross-margin dollars across the network rather than attempting to keep every location equally stocked.

The model favours stores where merchandise is moving fastest. A high-productivity location can sell through its initial allocation, pull additional product and create further opportunities for full-price sales, while a weaker store may receive less inventory as merchandise is directed elsewhere.

Lutfy used Sudbury, Ontario, to illustrate the trade-off. If stores in markets such as SoHo and Oxford Street are pulling aggressively against limited company-wide inventory, a tertiary Canadian location may receive less product and effectively “pay the price.”

Real estate and merchandise allocation are therefore working in the same direction. Groupe Dynamite is investing in locations with higher sales potential while its inventory system directs additional product toward stores demonstrating the strongest demand.

The model requires the retailer to replenish winning merchandise and respond quickly when customer demand changes. Stifel estimates that Groupe Dynamite averaged approximately 37 days of inventory in 2025, with about 75% of SKUs moving from fabric to store in less than 15 weeks and 31% doing so in fewer than eight weeks.

Those lead times allow the company to preserve in-season buying capacity rather than committing the full assortment well in advance. During Q2, President and Chief Operating Officer Stacie Beaver said Groupe Dynamite identified a need for greater newness and made targeted adjustments during the season, including responding to colour requests received from consumers through social media. Sales strengthened as the quarter progressed.

Lutfy also said Groupe Dynamite is using data and AI-supported forecasting as part of its inventory decisions while maintaining open-to-buy capacity for in-season adjustments. The technology supports a broader operating model built around making more merchandise decisions closer to actual demand.

Garage at Guildford Town Centre – Photo: Lee Rivett

Higher Prices Follow a Different Garage Proposition

Garage’s changing merchandise and customer profile have contributed to a significant increase in average selling prices. Groupe Dynamite’s average unit retail has roughly doubled since 2019, which management says reflects changes in product and category mix rather than simply charging substantially more for equivalent merchandise.

The shift toward activewear and more technical products provides room for higher price points, while Garage is increasingly operating in locations serving consumers with greater spending power. Lutfy said Groupe Dynamite made a strategic decision roughly six years ago to respond to a K-shaped economy by targeting a global customer in approximately the top quartile for disposable income.

Management has described its approach as a “luxury-inspired business model.” Garage remains an accessible fashion retailer rather than a luxury brand, but parts of the operating model resemble strategies used higher in the market: stronger real estate, controlled inventory, an emphasis on full-price selling and a customer with sufficient income to support a more elevated merchandise proposition.

The changes in customer age, merchandise mix and average unit retail are closely connected. Groupe Dynamite has spent several years repositioning Garage around a consumer and product assortment capable of supporting the economics of the locations it is now pursuing.

Garage Drives Growth Outside Canada

Garage has become Groupe Dynamite’s primary vehicle for expansion outside Canada, while Dynamite remains considerably more concentrated in the domestic market. Stifel estimates approximately 95% of Dynamite stores are Canadian, while Garage has a much larger U.S. presence and is leading the company’s U.K. expansion.

Landry forecasts Garage growing from 238 stores in Q2 to 262 in fiscal 2027, while Dynamite remains at approximately 69 locations. Groupe Dynamite ultimately expects its combined network to reach approximately 350 stores by fiscal 2028.

The 350-store target tells only part of the story. Groupe Dynamite is simultaneously changing the composition of the network, replacing lower-productivity real estate with stores capable of generating substantially higher volumes.

For Canadian landlords, that points to continued portfolio activity even as most incremental store growth is directed outside the country. Landry’s estimate of approximately 32 renovations or relocations over the next two-and-a-half years suggests substantial work remains within the existing network.

Groupe Dynamite’s growth strategy is increasingly centred on concentrating real estate, merchandise and capital in locations capable of generating higher productivity. Garage, meanwhile, gives the company a relatively underpenetrated platform for U.S. and international expansion.

For Canada, the next phase is likely to involve continued investment in stronger stores alongside further scrutiny of locations that no longer fit the economics of Groupe Dynamite’s evolving network.

More from Retail Insider:

Empire Rejecting Tariff-Related Supplier Price Hikes as Trade Tensions Escalate

By
Lee Rivett
-
Image: Sobeys Orangeville

Empire Company Limited is pushing back against supplier requests for tariff-related price increases as renewed Canada-U.S. trade tensions create another potential source of cost pressure for Canadian retailers and consumers.

Chief Customer Officer Luc L’Archevêque

The parent company of Sobeys, Safeway, FreshCo, IGA, Foodland, Farm Boy and Longo’s says the immediate impact of the latest counter-tariffs on its grocery business has been limited. Chief Customer Officer Luc L’Archevêque told analysts Thursday that fewer than a handful of suppliers have approached Empire with cost increase submissions related to tariffs.

Empire does not intend to accept those increases at this stage.

“Our position will remain the same as the first time around,” L’Archevêque said during Empire’s first-quarter fiscal 2027 earnings call. He said the company will work with suppliers to find solutions that protect customers from tariff-related costs.

The position provides an early indication of how one of Canada’s largest grocery retailers intends to handle the latest phase of the trade dispute. Suppliers facing higher costs will not necessarily be able to pass those increases through to Empire, particularly in categories where alternative products or sources of supply are available.

Empire Sees Limited Tariff Impact So Far

The latest round of Canadian counter-tariffs took effect September 8, applying duties of 15%, 25% and 50% to a range of U.S. imports as trade tensions between Canada and the United States continue.

L’Archevêque said the current situation appears more manageable for Empire than the previous round of trade disruption because fewer product categories are affected. Empire has also had time to improve the tools and processes it uses to respond to tariff-related cost pressures.

“We have some experience now and better tools, so we are going to react faster than the first time around,” he said.

The situation could change if the dispute expands or additional categories become subject to tariffs. Based on what Empire is seeing now, management characterized the direct impact as minimal.

That assessment matters in a grocery market where affordability remains a major concern. Supplier cost increases are negotiated between retailers and manufacturers and can eventually influence shelf prices. Empire is signalling that tariffs alone will not be sufficient justification for higher costs.

Safeway store at Robson and Denman Streets in Vancouver. Photo: Graham Construction

Empire Does Not Expect Tariffs to Drive Grocery Inflation

President and CEO Pierre St-Laurent told analysts that Empire does not currently expect the latest tariffs to create inflation across its full-service and discount grocery businesses.

“We are not expecting that will create inflation,” St-Laurent said.

He pointed to Empire’s diversity of supply, particularly its access to non-U.S. products. When individual U.S. products become more expensive or consumers decide to avoid them, Empire can direct purchasing toward other products already available within its network.

The company believes its full-service banners are particularly well positioned because their larger assortments provide more alternatives within individual categories. St-Laurent said Empire’s full-service business performed well during the previous period of trade disruption, when customers were also looking for alternatives to U.S. products.

Empire says it has significant Canadian and international sourcing options and expects the smaller number of affected categories in the current round to make the situation easier to manage.

That also strengthens the retailer’s position in supplier negotiations. Where comparable products are available from other sources, Empire has more ability to challenge a tariff-related increase or shift purchasing elsewhere.

Buy Canadian Sentiment Has Yet to Show Clearly in Sales Data

Trade tensions are renewing consumer interest in Canadian products, although Empire says the shift is not yet clearly visible at the checkout.

St-Laurent said the escalation in Canada-U.S. tensions has increased customer interest in supporting Canadian businesses and products. He pointed to Empire’s Canadian roots, domestic supplier relationships and locally operated banners as advantages if that sentiment continues.

L’Archevêque was cautious about translating that sentiment into actual sales. Empire is aware of increased interest in Canadian products, he said, but it remains too early to see a clear change in point-of-sale data. Management believes Canadian products could see an increase if the current environment persists.

Price remains a major factor. Empire said value, quality and convenience will continue to influence purchasing decisions even as consumers pay greater attention to where products come from.

A sustained shift toward Canadian goods could nevertheless change market share within individual categories. Domestic brands and manufacturers could capture sales from U.S. suppliers without an increase in overall grocery spending.

Welland store. Longo's photo
Welland store. Longo’s photo

Affordability Remains the Bigger Consumer Issue

The trade dispute comes as Empire is already responding to consumers who remain highly focused on value.

Management said its internal inflation remained below Statistics Canada food CPI during the quarter, while shoppers continued to make purchasing decisions based on affordability. Empire has been increasing its emphasis on promotions, private label, Scene+ loyalty offers, personalization and larger value-sized products across its banners.

L’Archevêque said private label is performing strongly, with Empire revamping products and packaging across parts of its portfolio. Scene+ membership is growing, and Empire is using the program to deliver personalized offers. The company has also put greater emphasis on value-sized products across its banners.

These initiatives are becoming increasingly important as discount grocery expands across Canada. Empire is growing its FreshCo network while working to improve value perception at conventional banners including Sobeys, Safeway and IGA.

The tariff issue adds another layer to an existing fight for grocery spending. Consumers are already moving between products, brands and banners based on price, giving retailers an incentive to resist another source of cost inflation where alternatives are available.

Assortment Gives Empire Another Lever

The trade dispute could increase the value of assortment as a competitive tool.

Conventional supermarkets typically carry more choices within individual categories than discount stores. When customers want to avoid a particular country of origin, a broader assortment gives them more opportunities to switch products while remaining in the same store.

Empire believes that flexibility helped its full-service business during the previous trade disruption. It does not change the underlying price competition between conventional and discount grocery, but it provides Empire with another way to respond when customer preferences shift.

The effect could also reach suppliers. Manufacturers seeking tariff-related increases may encounter greater resistance in categories where comparable products are readily available, while Canadian producers could gain sales if consumers and retailers shift purchasing away from U.S. goods.

For suppliers with differentiated products and few substitutes, the equation may be different. Empire’s ability to resist cost increases will ultimately depend on the category, available alternatives and how the trade dispute develops.

Empire Says It Is Better Prepared This Time

Empire made the tariff comments as it reported its first-quarter fiscal 2027 results. Food sales increased 1.7% and same-store food sales rose 1.2%, while management described the consumer environment as challenging and highly focused on affordability.

For now, Empire believes the latest tariff exposure can be managed without materially increasing grocery prices. Few suppliers have submitted tariff-related increases, the company says it has substantial sourcing alternatives, and management believes its experience from the previous trade dispute has improved its ability to respond.

The harder test will come if tariffs spread to more categories or remain in place long enough to create costs that suppliers cannot absorb or avoid. Empire’s position at the start of this latest round is clear: before tariff-related costs reach grocery shelves, suppliers should expect the retailer to challenge them.

More from Retail Insider:

What Apple’s New iPhone Strategy Means for Canadian Retailers and Carriers

By
Lee Rivett
-
Customers can soon pre-order the iPhone 18 Pro lineup, the next generation of Apple Watch, and AirPods 5, along with all-new accessories. Photo: Apple.

Apple’s first folding iPhone starts at $2,999 in Canada. Configure the iPhone Duo with 2TB of storage and the price climbs to $4,799 before sales tax or AppleCare.

That puts Apple’s most expensive new iPhone within a few hundred dollars of $5,000 before the customer has paid a cent in tax, protection or accessories. It also establishes a price tier far above the conventional iPhone 18 Pro and Pro Max, whose top 2TB Pro Max configuration costs $3,699.

The iPhone Duo was the obvious headline from Apple’s September product event. The more consequential development for Canadian retail is the pricing and selling structure Apple has built around it.

The company has raised the starting prices of its conventional Pro phones, moved the mainstream iPhone refresh out of its traditional September window, made financing and trade-ins more important to the transaction, and introduced a product whose value is unusually dependent on physical demonstration. Meanwhile, Canadian Apple Watch pricing has held steady and active noise cancellation has moved into the least-expensive new AirPods.

Taken together, the launches amount to a meaningful restructuring of how Apple segments and monetizes its hardware business.

Highlights in this article

iPhone Duo features a 7.6-inch inner display that provides a large canvas for viewing content, gaming, and multitasking. Closed, it’s similar in size to a passport with a beautiful 5.4-inch outer display. Photo: Apple

Apple redraws the iPhone price ladder

The iPhone 18 Pro starts at $1,749 in Canada, while the Pro Max starts at $1,899. The iPhone 17 Pro launched a year ago at $1,599 and the Pro Max at $1,749, making the comparable entry price of each Pro model $150 higher this year.

The Duo begins another $1,100 above the Pro Max at $2,999.

More revealing is what happens as storage increases.

At 256GB, the iPhone 18 Pro Max costs $1,899 and the Duo costs $2,999. At 512GB, the prices are $2,199 and $3,299. At 1TB, they rise to $2,799 and $3,899. At 2TB, the Pro Max reaches $3,699 while the Duo hits $4,799.

The difference is exactly $1,100 at every storage level.

Apple has effectively created a parallel super-premium iPhone tier and assigned a fixed $1,100 Canadian premium to the foldable form factor.

The same pattern appears in Apple’s advertised 24-month financing. The 256GB Pro Max is listed at $79.12 per month, compared with $124.96 for the equivalent Duo. At the top of the range, the 2TB Pro Max is $154.12 per month while the 2TB Duo is $199.96.

The gap is $45.84 per month at every capacity.

That pricing structure looks considerably more deliberate than simply launching an unusually expensive new product.

Consumers also do not assess prices in isolation. A $1,899 Pro Max occupies a different position when it sits beside a folding iPhone beginning at $2,999 and reaching $4,799. Apple has created an anchor above the conventional flagship that can make an already expensive Pro Max appear comparatively restrained.

International Data Corporation (IDC) identified pricing as one of the event’s biggest surprises. The research firm had expected the Duo to start around US$2,499 rather than Apple’s US$1,999 entry price, while the new Pro models also came in below its expected increases. Its broader interpretation was that Apple is extending its product portfolio across mainstream price points while adding a new super-premium tier.

For Canadians, however, the fall entry point for newly introduced iPhones is still materially higher. The cheapest new-generation iPhone arriving this fall is the $1,749 Pro.

That is partly because Apple has changed the calendar.

iPhone 18 Pro and iPhone 18 Pro Max feature the most advanced camera Apple has ever made and deliver massive leaps in battery life and performance. Photo: Apple

The missing iPhone 18 changes the fall selling season

Apple did not introduce a base iPhone 18 in September.

IDC says the model has moved to spring, effectively separating Apple’s iPhone launch cycle into two waves: Pro, Pro Max and Duo in the fall, followed by the base iPhone, E model and Air in spring.

The firm estimates that the previous two base-model launches generated approximately 16 percent of Apple’s total iPhone shipments during their first two quarters.

That makes the change more consequential than a missing SKU.

September has long been the primary reset for the iPhone business heading into Black Friday and Christmas. Canadian carriers build acquisition campaigns around it. Electronics retailers reset displays and promotional plans. Accessory brands time product launches around the new hardware. Consumers have been conditioned to expect a largely complete new iPhone family at roughly the same point every year.

Apple is now splitting that demand across two periods.

The fall cycle becomes more heavily concentrated on premium and early-adopter customers, while the mainstream refresh moves into another part of the retail year.

That does not necessarily mean Apple will sell fewer iPhones. A staggered schedule could smooth demand across the year and give each segment more room in the market.

For retailers, timing still matters even if full-year unit sales remain healthy.

Inventory planning, promotional calendars, carrier campaigns, accessory launches and holiday merchandising can all be affected when part of the traditional September upgrade cycle moves elsewhere.

Apple may be turning one dominant annual iPhone event into two distinct selling seasons.

Siri AI can draw on personal context understanding to search across apps, answer questions related to the content on a user’s screen, and go out to the web to get up-to-date information using broad world knowledge and generate a helpful answer. Photo: Apple

A $4,799 phone makes monthly pricing considerably more important

The upper end of Apple’s new lineup also makes the mechanics of the transaction harder to ignore.

A 2TB Duo costs $4,799 outright. Apple presents the same phone at $199.96 per month over 24 months at zero percent APR, while the $2,999 entry model is advertised at $124.96 per month.

The iPhone 18 Pro starts at $1,749, but Apple also markets it at $72.87 per month over 24 months for eligible customers. The company says an eligible iPhone 16 Pro trade-in can reduce that advertised payment to as little as $40.58 per month, while maximum advertised iPhone trade-in credit reaches $1,415.

The total cost has not disappeared. The way the customer encounters it has changed.

A shopper comparing $124.96 with $79.12 per month is making a different calculation from one comparing $2,999 with $1,899 upfront. The same applies at the top end, where $199.96 versus $154.12 per month is psychologically a much smaller-looking gap than $4,799 versus $3,699.

Canadian wireless carriers have operated this way for years. Device financing, trade-in credits and return programs allow expensive hardware to be incorporated into a recurring wireless bill.

As Apple pushes its highest iPhone prices toward $5,000, those mechanisms become increasingly important.

That potentially gives carriers and multi-carrier retailers greater influence over the transaction. They can combine hardware financing, wireless service, trade-ins and promotional credits into a single monthly figure that is easier to merchandise than the full device price.

The challenge works in the opposite direction as well. A $3,000 to $4,800 handset is still a very expensive product, regardless of how neatly the cost is divided by 24.

Apple’s response appears to be making the affordability mechanisms much more visible.

Trade-ins are becoming part of the sales architecture

Apple’s maximum Canadian iPhone trade-in credit is advertised at up to $1,415.

That can materially reduce the apparent cost of upgrading, but trade-in value and resale value should not be treated as interchangeable.

Retail Insider examined that distinction in 2021. In a comparison involving an iPhone 12 Pro Max and Apple Watch Series 6, recent secondary-market transaction values exceeded Apple’s best-case trade-in offers by a combined $1,175.

That historical comparison does not establish whether Apple’s 2026 trade-in values are competitive today. A fresh secondary-market analysis would be required to answer that.

It does illustrate the underlying trade-off. Apple’s program offers convenience, but convenience and maximum resale value are not necessarily the same thing.

In 2026, the program also serves a larger merchandising purpose.

A consumer who sees a $1,749 handset reduced to $40.58 per month after an eligible trade-in encounters the price differently from someone looking at the full amount. At the upper end, any credit that lowers the monthly cost of a $2,999 or $4,799 Duo potentially becomes even more important to closing the transaction.

As Apple’s premium hardware becomes more expensive, trade-ins increasingly function as part of the conversion strategy rather than a peripheral service added after the purchase decision.

For retailers, that matters. The more expensive the hardware becomes, the more valuable it is to control the financing, trade-in and activation conversation.

Available in sand and navy blue, the iPhone Duo Case has two parts that wrap both sides of the device to protect against drops and everyday wear. Photo: Apple.

The Duo could make physical electronics retail more useful again

The iPhone Duo also gives stores something the smartphone category has increasingly lacked: a product consumers may genuinely want to handle before buying.

Most annual smartphone improvements are difficult to demonstrate at a retail table. Faster processors, computational photography gains and incremental battery improvements can matter considerably after purchase without creating much theatre during a five-minute store visit.

A folding screen is different.

The Duo has a 5.4-inch outer display and a 7.6-inch inner display, supports side-by-side applications, changes its interface between folded and unfolded configurations and can use the outer screen for several camera functions.

Consumers can immediately judge the hinge, thickness, inner display, crease visibility and usefulness of the larger format. Those are tactile questions an online specification sheet does not answer particularly well.

At a $2,999 starting price, and especially at configurations approaching $5,000, that hands-on reassurance becomes more valuable.

That gives Apple Stores, Best Buy and carrier locations a more meaningful role in the sale.

The Duo’s retail importance may therefore exceed its unit-sales importance.

A customer can enter a store specifically to see a folding iPhone and decide that $2,999 is too much, never mind $4,799. The visit can still produce an iPhone 18 Pro, Pro Max, AirPods, Apple Watch, AppleCare, accessories or a new wireless plan.

In that sense, the Duo can function as a halo product even when it is not the device ultimately sold.

That is useful in a mature smartphone market where annual upgrades have become increasingly difficult to dramatize.

In the Phone app, Call Context proactively surfaces relevant information, like a confirmation code or reservation number, when users call a business. Photo: Apple

Foldables can remain niche and still make money

The category economics support that argument.

IDC forecasts foldables will account for only about 2.2 percent of worldwide smartphone shipments in 2026, rising to 3.1 percent by 2030. Their share of smartphone revenue, however, is projected to climb from 6.9 percent to 10 percent over the same period.

The firm expects the global foldable market to increase from US$26.7 billion in 2025 to US$42 billion this year and US$68.2 billion by 2030. IDC also forecasts roughly 10 million Duo shipments during its first 12 months and expects Apple’s entry to help return the category to growth.

Apple therefore does not need the Duo to become the default iPhone.

A relatively small number of customers buying devices priced from $2,999 to $4,799 can generate disproportionate revenue while serving several other purposes: defending affluent Apple customers from Android foldables, establishing a new premium price benchmark, creating store traffic and reinforcing Apple’s position at the top of the smartphone market.

Samsung sits in an awkward position.

Apple’s entry validates a form factor Samsung has spent years developing. More consumers will now encounter foldables as a legitimate premium category rather than an Android-specific experiment.

But that validation also removes some of Samsung’s ownership of the category. The competitive question increasingly becomes which ecosystem’s foldable a customer wants, rather than whether a foldable is worth considering at all.

Apple arrived late. It also arrived with an enormous installed base.

Apple Watch Ultra 4 delivers the most accurate heart rate sensing in a wearable, higher-frequency heart rate and heart rate variability (HRV) measurements, and a new readiness score to support athletes of all kinds. Apple Watch Ultra 4 also offers extended battery life to track outdoor workouts for up to 45 hours, and the most accurate on-device GPS in a sports watch. Photo: Apple.

Apple is not pushing every category upward

The rest of the September lineup makes the pricing strategy more interesting.

The new Apple Watch Series 12 starts at $549 in Canada, while the Apple Watch Ultra 4 starts at $1,099. Those starting prices are unchanged from their Series 11 and Ultra 3 predecessors.

Both add substantially more frequent heart-rate and heart-rate-variability sensing, along with a new Readiness score combining activity, training load, vitals and sleep.

IDC interprets that as Apple moving beyond measurement toward health interpretation, bringing Apple Watch closer to specialist fitness and recovery platforms.

That does not make Whoop, Garmin or Oura obsolete. It does reduce the number of features that remain exclusive reasons for a mainstream consumer to buy a separate health-oriented device.

There is also a Canadian limitation. Hypertension Notifications will not initially be available on Series 12 or Ultra 4 in Canada while additional regulatory clearances are pending.

AirPods 5 shows another side of the strategy.

The new model starts at $179 in Canada and now includes active noise cancellation in Apple’s least-expensive new AirPods offering. A $209 version adds wireless charging, longer battery life and on-stem volume controls.

While Apple is stretching the iPhone upward, it is moving useful functionality downward elsewhere in the ecosystem.

That is more revealing than a blanket price increase. Apple appears willing to sharpen the value proposition of surrounding products while asking considerably more from customers buying its newest premium phones.

AirPods 5 offer the most affordable way to experience some of the most powerful AirPods features, along with greater durability compared to previous models. Photo: Apple.

Apple is testing that strategy against a cautious consumer

The timing is not especially forgiving.

The Bank of Canada’s latest Canadian Survey of Consumer Expectations says high prices and economic uncertainty continue to restrain household spending plans, with consumers remaining cautious around discretionary purchases.

Premium iPhone buyers are not necessarily representative of the average Canadian household, and Apple has repeatedly demonstrated considerable pricing power with its installed base.

Still, the environment makes the selling structure more important.

Apple is asking significantly more for its newest Canadian iPhones while simultaneously making those purchases easier to present through monthly financing, trade-in credits and retained lower-priced models.

A 2TB Duo at $4,799 makes that strategy unusually visible.

Few consumers will buy that configuration, and Apple does not need them to. Its existence expands the upper boundary of what an iPhone can cost while allowing the company to merchandise every less-expensive model beneath it.

It also creates a test for Canadian retailers and carriers.

If customers continue upgrading despite higher outright prices, retailers with trade-in programs, carrier relationships, financing options and staff capable of moving the conversation from total cost toward monthly affordability are particularly well positioned to capture the transaction.

The bigger test starts at retail

Apple’s September announcements produced five new product stories. The commercial implications extend much further.

The Duo now stretches from $2,999 to $4,799 before tax or AppleCare, with Apple maintaining an exact $1,100 premium over the equivalent iPhone 18 Pro Max at every storage capacity. Higher Pro prices make financing and trade-ins more important. Moving the mainstream iPhone launch to spring redistributes part of the traditional upgrade calendar. AirPods and Apple Watch strengthen the surrounding ecosystem without comparable Canadian price escalation.

The important question is not how many Canadians buy a nearly $5,000 folding iPhone.

It is whether Apple can use that product to reset consumers’ perception of premium smartphone pricing, pull shoppers into physical stores, strengthen the role of financing and trade-ins, and generate more value from its most committed customers while keeping the broader ecosystem attractive enough to retain everyone else.

Fraud Is Costing Canadian Merchants More Than They May Realize

By
Craig Patterson
-
Image: Konek by Interac

A fraudulent retail transaction can disappear from view quickly. The merchandise is gone, the payment is disputed and the immediate loss is recorded. But Canadian merchants may be underestimating how much fraud is really costing them.

And the financial toll runs deeper than the initial loss. According to a 2026 LexisNexis study, every $1 of fraud can cost merchants in Canada and in the U.S. an estimated $5.23, up 64 per cent since 2022.

When it comes to chargebacks, the 2026 Chargeback Field Report shows merchants who fight them typically only win about 45 per cent of the time, with a net recovery rate of approximately 18 per cent.

“Fraud costs merchants more than lost sales or merchandise,” says Kris Zanuldin, Head of Konek at Interac. “It drains time, resources and momentum. Every hour spent resolving fraud is time that could be invested in serving customers and growing the business.”

These secondary consequences make the true cost of fraud difficult to measure. The direct financial loss is visible, while hours spent across customer service, payments, fraud management and operations may be less apparent.

The impact can spread quickly across a retail business. Customer-service teams spend time responding to disputes, fraud and payments specialists investigate transactions, while operations or compliance teams may be required to review procedures and documentation. For merchants relying on manual processes, each intervention consumes time that could otherwise be spent serving customers, driving sales or growing the business.

Retailers Are Balancing Convenience and Security

The challenge has intensified as digital commerce has become faster and easier. Consumers expect to create accounts, complete purchases, redeem rewards and request returns seamlessly. Retailers have worked to remove friction because a cumbersome experience can interrupt a sale or send the customer elsewhere.

However, streamlined systems can also create opportunities for bad actors to test credentials, initiate transactions and exploit vulnerabilities at scale. Retailers must assess those attempts while keeping the experience simple for legitimate customers.

Additional rules, manual reviews and authentication requirements can help manage risk, but poorly designed controls can also slow purchases and create frustration.

Kris Zanuldin
Kris Zanuldin

Fraud Affects Customer Trust

Fraud is also changing consumer behaviour and how Canadians shop and interact with brands online. An Interac survey released in March 2026, found that 53 per cent of Canadians had questioned authentic messages from trusted organizations because fraudulent attempts had become difficult to distinguish from legitimate communications. The same research found that 48 per cent were becoming more cautious about deals, while 47 per cent said they were avoiding unfamiliar retailers altogether.

For merchants, that hesitation can affect customer acquisition and conversion. Shoppers may delay purchases, abandon websites or require greater reassurance before providing payment information. Building trust is especially important for younger consumers, and merchants rank strong security and fraud protection among the top expectations they believe Gen Z consumers have when shopping online, according to a new Interac study 1, based on a survey of 400 Canadian business decision-makers.

Trust has consequently become an important part of the checkout experience. Customers expect convenience along with confidence that the interaction is legitimate and their information is being handled securely.

Merchants need to identify risk without treating every customer as a potential fraudster. The traditional response has often been to detect suspicious activity after it has entered the transaction stream.

A growing opportunity lies in establishing greater confidence earlier in the payment process.

Building Trust Into Payments With Konek

“Retailers shouldn’t have to fight fraud after the fact,” says Zanuldin. “Konek helps build trust right into the payment experience from the start by leveraging the banking relationships Canadians already know and trust.”

Konek is a Canadian digital wallet powered by Interac and backed by Canada’s leading banks. It allows eligible customers to pay online using debit and credit cards, or directly from a bank account.

When a customer chooses Konek at checkout, authentication is provided through their financial institution, helping establish confidence in the transaction before payment is completed. Konek also uses randomized numbers through tokenization, so only necessary data is shared with the merchant to complete a purchase.

Konek also says its payment model can help reduce fraud losses and chargebacks compared with most traditional payment methods because it shifts responsibility for eligible fraud losses from the merchant to the issuer.

More Time for Customers and Growth

Fraud management will remain an essential responsibility for retailers as businesses still require appropriate controls and processes for responding when suspicious activity occurs.

Reducing preventable investigations and disputes, however, can preserve employee capacity for work that contributes directly to customer experience and business performance.

Retailers should examine whether their payment infrastructure establishes greater trust earlier, reducing the amount of time and resources devoted to reacting after fraud occurs.

Canadian merchants can visit Konek.ca to learn more about integrating Konek into their online checkout process.

1 Interac research conducted online by Phase 5 among 400 Canadian businesses (1 to 499 employees) between July 17 and July 31, 2026. Respondents are business decision-makers and were responsible for selecting their organization’s payment solutions. All businesses in the sample currently sell online (or plan to within the next year) and primarily serve customers in Canada.

Firehouse Subs opens 200th Canadian restaurant in Calgary

By
Mario Toneguzzi
-
Photo: Firehouse Subs
Photo: Firehouse Subs

Firehouse Subs has opened its 200th Canadian restaurant in Calgary, marking the latest step in the quick-service restaurant chain’s expansion across the country. The Alberta location also represents a doubling of the brand’s Canadian restaurant footprint since 2024.

Alberta franchisees mark milestone

The new restaurant is the sixth Firehouse Subs location operated by Alberta franchisees Cody Gosling and Mitch Turgeon, who first brought the brand to the province with a restaurant in Okotoks. Alberta was also home to the chain’s 100th Canadian restaurant.

The company said the latest opening, at the West Springs Landing plaza, #225 922 85 St SW, is part of a broader Canadian growth strategy focused on operational efficiency, restaurant design and franchisee support.

“Okotoks is where it all started for us, so being part of restaurant number 200 feels incredibly special,” said Cody Gosling, Firehouse Subs franchisee. “We’re thrilled to celebrate with a fantastic afternoon, including a free Hook & Ladder® sub for the first 200 guests, a Calgary Flames ticket giveaway, and a grant ceremony for our local fire station. Supporting this community and the first responders who keep it safe is what this brand has always been about.”

The Calgary opening is also tied to the company’s support for first responders through the Firehouse Subs Public Safety Foundation.

Foundation support tied to expansion

Firehouse Subs said its Canadian restaurants and guests have helped fund more than $6.3 million in equipment for first responders across the country. To mark the 200th Canadian restaurant, the company is donating $54,389 to the Redwood Meadows Fire Station, which was damaged by a station fire at the end of 2025.

The funds will be used to replace hydrant-related equipment lost in the blaze, according to the company.

Mike Hancock
Mike Hancock
Photo: Firehouse Subs
Photo: Firehouse Subs

“We’re so proud to open our 200th restaurant in Canada,” said Mike Hancock, President of Firehouse Subs. “Nobody makes a hot sub better than we do, and we love bringing our sandwiches to new communities. The part that matters most to me is what this growth does for our Public Safety Foundation. Across Canada, our restaurants and guests have helped fund more than $6.3 million in lifesaving equipment for first responders. To celebrate our 200th opening, we’re donating $54,389 to the local Redwood Meadows Fire Station, which suffered a devastating station fire at the end of 2025. The funds will help replace hydrant related equipment lost in the blaze. Every new restaurant means we can do even more for the people who keep our communities safe.”

The Firehouse Subs Public Safety Foundation has awarded more than $115 million in lifesaving equipment and resources across North America, the company said.

Firehouse Subs photo
Firehouse Subs photo

Franchise growth plans

Firehouse Subs said it is prioritizing high-potential Canadian markets as it plans its next phase of growth. The company is seeking experienced operators, with an emphasis on multi-unit franchisees and single-unit owners it describes as disciplined.

The chain entered Canada in 2015 with its first locally owned franchise restaurant in Oshawa, Ont. It has since expanded into Ontario, British Columbia, Alberta, Manitoba, Saskatchewan, New Brunswick, Prince Edward Island and Nova Scotia.

Firehouse Subs was founded in 1994 by brothers and former firefighters and is a subsidiary of Restaurant Brands International Inc. RBI owns Burger King, Tim Hortons, Popeyes and Firehouse Subs and reported more than $45 billion in annual system-wide sales and approximately 32,000 restaurants in more than 120 countries and territories, according to the release.

More from Retail Insider:

Nearly 400 consumer insolvencies filed every day in Canada: Harris & Partners

By
Mario Toneguzzi
-
Mikhail Nilov photo
Mikhail Nilov photo

Nearly 400 consumer insolvencies were filed every day in Canada during the latest 12-month reporting period, new figures reveal, says Harris & Partners.

According to the Office of the Superintendent of Bankruptcy, 140,669 consumer insolvencies were recorded during the 12 months ending January 31, 2026, said the company, adding this is equivalent to abour 385 filings every day and represents a 2.2% increase compared with the previous 12-month period.

Consumer bankruptcies increased by 4.6%, rising from 29,068 to 30,417, while consumer proposals increased by 1.5%, from 108,635 to 110,252. The figures also show consumer filings accounted for 96.7% of all insolvencies recorded during the period, it noted.

The findings come alongside separate research from the firm, which provides a wider indication of the financial pressures facing households.

In a survey of 1,731 respondents:

  • 36.9% said they had skipped essential purchases because of financial pressure
  • 33.1% had used credit to pay for basic necessities
  • 58% reported feeling financially burned out
  • 76.3% said their financial situation had affected their mental health

The survey respondents are separate from those included in the official insolvency statistics and the findings do not establish what caused the increase in filings, explained Harris & Partners.

Bankruptcies rising faster than consumer proposals

A consumer proposal allows an individual to make a formal offer to creditors to settle their debts under different terms, while bankruptcy is a legal process through which an individual may be released from some or all of their debts. Consumer proposals continued to account for the majority of filings, representing 78.4% of consumer insolvencies during the latest 12-month period. However, their share fell slightly from 78.9% during the previous reporting period, while the number of consumer bankruptcies grew more quickly, it said.

Joshua Harris
Joshua Harris
https://kaboompics.com/ photo
https://kaboompics.com/ photo

“Nearly 400 consumer insolvency filings every day is a significant figure, but each filing represents a person or household that may have been struggling for months or even years before reaching that point. Financial difficulty does not usually begin with an insolvency filing. It can begin with relying on credit for groceries, delaying bills or cutting back on essentials simply to keep up with existing payments,” said Joshua Harris of Harris & Partners.

“Our survey found that more than one-third of respondents had skipped essentials, while one-third had used credit to cover basic necessities. Although this research is separate from the government figures, it illustrates the kinds of pressures that can build before someone formally seeks debt relief. The rise in bankruptcies is particularly notable. A consumer proposal may allow someone to repay an agreed portion of what they owe, but it will not be suitable or affordable in every situation.

“People often feel that they need to wait until they have missed several payments or exhausted every available source of credit before discussing their options. Seeking information earlier can provide a clearer picture of what formal and informal options may be available.”

More from Retail Insider:

Retailers rethink pricing strategies as tariffs hit nearly 900 product categories: Global-e

By
Mario Toneguzzi
-
Tiger Lily photo
Tiger Lily photo

As Canada recently announced tariffs as high as 50% on nearly 900 categories of US goods, brands have less than two weeks to reassess pricing and product assortments from the Great White North. But raising prices across the board could be just as damaging as absorbing the costs, particularly if it makes unaffected products more expensive or sends customers elsewhere.

Global-e, the platform powering global ecommerce for more than 1,500 brands, including SKIMS, Alo Yoga, and Adidas, has direct insights into the operational challenges brands are facing across markets.

In an interview with Retail Insider, Matthew Merrilees, CEO North America at Global-e, discusses how brands can adjust their pricing strategies to protect profitability and customer conversion, and how continued US-Canada trade tensions could push more retailers to diversify internationally.

Matthew Merrilees
Matthew Merrilees
Tima Miroshnichenko photo
Tima Miroshnichenko photo

Question: With Canada’s tariffs on nearly 900 categories of U.S. goods recently taking effect, what pricing strategies should retailers consider to protect margins without driving away price-sensitive Canadian consumers? 

Answer: As a first step, retailers should identify exactly which products are affected, as the surtax is HS-code based and can apply differently even within the same category. Accurate product classification is critical to ensure the right duties are calculated and that unaffected products are not charged unnecessarily. They should then assess the impact across their product and sales mix, including which items drive the most volume, and use that analysis to determine the right pricing response. This can support a more balanced, targeted increase rather than simply passing the full additional cost onto every affected item. For retailers that are not significantly impacted by the new surtax, it may make sense to hold off on price changes until the dust settles, avoiding back-and-forth adjustments.

Retailers could also consider whether adjustments to the assortment offered in Canada could help manage the impact. Protecting profit margins is not just about pricing strategy; having a duty drawback solution in place for returned goods is also key to reducing the overall tariff burden and protecting profitability.

Q: Should retailers raise prices only on products directly affected by the tariffs, or is there a risk that more broadly increasing prices across an assortment could hurt customer conversion and brand loyalty? 

A: First, to protect conversion, retailers should present their Canadian shoppers with product prices that are inclusive of applicable duties, with only sales tax added at checkout, as they are used to when shopping domestically. This ensures shoppers are not faced with unexpected charges upon delivery, which could significantly hinder the customer experience and retention. The question is how to incorporate the duty cost into product prices in a way that balances profitability without hampering sales. To decide whether to apply a more moderate increase across a broader assortment or raise prices only on products affected by the new surtax, retailers should take into consideration their product mix, local demand and the competitive landscape.

Q: How should brands determine whether to absorb tariff-related costs, pass them on to consumers, or find a middle ground, particularly in highly competitive categories such as fashion and apparel?  

A: In the short term, retailers would need to find the right balance between protecting margins and maintaining demand, which may mean absorbing some of the additional cost while passing some on through pricing. Again, to determine that balance, retailers should analyze the impact across their products and take into consideration additional factors, including the competitive landscape — especially in categories such as fashion and apparel. Over the longer term, retailers could also review the product mix they offer in Canada and consider reducing the share of products that are more heavily impacted by the surtax, while prioritizing less-impacted or unaffected products within the same category.

Mandiri Abadi photo
Mandiri Abadi photo

Q: Could the continued trade tensions between Canada and the U.S. accelerate efforts by retailers to diversify their sourcing, suppliers and international markets, and what would that shift look like operationally?  

A: Continued trade tensions reinforce the importance of diversification across international markets. Selling direct to consumers globally can enable retailers to capitalize on new market opportunities and help offset declines in other markets. It could also lead more retailers to consider diversifying their sourcing, although sourcing decisions are increasingly complex and cannot always be made based on one market alone. Shifting production or suppliers could, for example, create additional duty exposure in the U.S., where tariffs may apply depending on the country of manufacture. Retailers therefore need to assess their full trade and fulfilment setup, not just sourcing location. More broadly, having the right global trade and operational solutions in place — including fulfillment models that can help reduce the duty burden — can give retailers more flexibility to respond to policy changes, protect margins and continue growing across markets.

Q: What are you seeing among global brands in terms of how they are adapting their e-commerce pricing and product assortments to manage cross-border costs, and what lessons should Canadian retailers take from those strategies?  

A: The brands adapting most effectively are managing pricing and proposition market by market, rather than treating international e-commerce as a single market. They are using country-level insights to understand the impact of duties, taxes and other trade-related costs, and adjusting their commercial strategies accordingly. They are also often working with specialized Merchant of Record partners that take on trade compliance liability and can support different cost-effective fulfilment models. This can help retailers remain agile and adapt quickly to changes, while protecting both sales and margins. The lesson for Canadian retailers, as well as retailers in other markets, is that with the rapid changes to import regulations — not only in the U.S. and Canada, but also in regions such as the EU — the ability to respond quickly without placing additional strain on internal resources is becoming increasingly important. At the same time, retailers should ensure they are able to offer a seamless, localized customer experience, with duties and taxes settled upfront instead of surprising the shopper at the door.

More from Retail Insider:

Canadian Retail Properties Perform Well in the First Half of 2026: CBRE

By
Mario Toneguzzi
-
Gustavo Fring photo
Gustavo Fring photo

Canadian retail properties performed well in the first half of the year, with suburban fundamentals proving particularly strong, according to CBRE’s new H1 2026 Retail Rent Survey. 

Vacancy has remained tight across key retail formats, especially grocery-anchored centres, supported by sustained population growth in select cities and consistent tenant demand, said the national real estate company.

Available retail space is at capacity in several high-growth corridors, prompting an uptick in retail development in select cities. Demand has continued to shift toward service-oriented uses, including medical, fitness, personal services, and Quick Service Restaurants (QSR). Experiential and entertainment uses are providing creative solutions to backfilling large-format vacancies, it added.

“While trade issues will have an impact on Canadian consumer sentiment, the long-term trajectory for our retail sector is strong,” said CBRE Senior Vice President Alex Edmison. “Toronto is leading the country on the return to office trend, creating new momentum there and in other downtown cores across Canada, particularly where revitalization efforts have been put in place. Supply of retail space has also remained constrained, limiting options for growth.”

Alex Edmison
Alex Edmison
Mikhail Nilov photo
Mikhail Nilov photo

Rental appreciation was noted in 28 of the total 131 format types or key urban areas captured in the CBRE survey, along with eight decreases. All format types experienced at least one rate increase across Canada, with Toronto and Winnipeg logging the highest number of increases, said CBRE.

Here are the most active and growing segments for 2026, according to CBRE:

  • Luxury & Apparel – Canada’s luxury and apparel sector is undergoing a notable shift in composition. Traditional luxury groups have pulled back on new leasing activity amid economic uncertainty and softening confidence among aspirational shoppers. Athletic and athleisure brands are capturing premium retail space in top corridors, competing for flagship locations in urban markets. Mid-tier contemporary brands are also gaining ground, occupying space previously reserved for heritage luxury names.
  • Health/Wellness – Demand across the health, wellness and medical sectors is being driven by both public and private operators expanding their footprints. Healthcare providers see the value of strategically located real estate and how it improves patient access while expanding their client bases and brand presence. Medtech firms recognize the importance of physical space for research and collaboration, and to create environments that enhance customer engagement, clinical partnerships and growth opportunities.
  • Necessity – Businesses that serve everyday needs are driving a significant share of leasing activity, including grocery, pharmacy, childcare, medical, pet care, wellness and convenience concepts. These categories benefit from recurring spending patterns that are less susceptible to short-term economic fluctuations, providing operators the confidence to expand in uncertain environments.
  • Food & Beverage – Low vacancy at high-performing retail centres is driving creative growth strategies among food and beverage operators. Converting existing restaurants is enabling operators to secure space and avoid high construction costs. QSRs continue to push through squeezed margins with menu innovation and loyalty programs. Notable activity includes recent brand acquisitions by Happy Belly and Foodtastic, alongside expansion from McDonald’s, Tim Hortons, Shake Shack, and Jersey Mike’s.
Vitaly Gariev photo
Vitaly Gariev photo

CBRE also cited some notable retail trends to watch for in markets across Canada:

  • Vancouver – Local retail fundamentals are expected to remain favourable amid a period of limited new supply following completion of Oakridge Park and Simons taking 92,000 sq. ft. at Nordstrom’s former Pacific Centre location. Stagnant population growth, muted job growth, and weakened consumer spending have tempered activity, contributing to slower leasing. But limited availability of quality inventory has insulated landlords from economic headwinds.
  • Calgary – The city’s suburban retail market is one of Canada’s strongest. The South, Southeast and North Central quadrants have exceptionally tight availability as retailers pursue rapidly growing residential trade areas. Grocery-anchored developments are leasing well in advance of completion. Demand is strongest from value-oriented grocers, food, medical, fitness, childcare and service retailers seeking access to expanding suburban populations.
  • Edmonton – As downtown Edmonton enters an exciting new chapter, fresh opportunities are emerging for businesses seeking a place in the heart of the city. National Bank Centre is nearing completion of its podium, with anticipation building for the dynamic mix of tenants expected to bring new energy to the area. The suburban retail market continues to thrive, fueled by population growth and new development across the region. Strong tenant demand is keeping vacancies moderately low.
  • Toronto – The downtown core is benefiting from strengthening return-to-office rates, which support weekday foot traffic and demand for food-and-beverage and service retail. Luxury home furnishings retailer RH is set to open at Bloor Street and Avenue Road. As vacancy tightens along Bloor St. W., attention is shifting to adjacent streets in Yorkville and Ossington. Yorkdale’s luxury wing has cemented its status as a destination for international brands, with openings including Dior, Moncler, Tom Ford, Saint Laurent and soon Gucci.
  • Montreal – Suburban nodes are benefitting from all-time low vacancy for quality space and downtown activity is driven by experiential retail. The Sainte-Catherine Street West revitalization continues to influence one of Montreal’s tightest retail corridors. Flagship relocations and sustained demand from national and international retailers outside of renovation zones are leading to constrained leasing options. 

More from Retail Insider:

Ryde: Canada launches sleep shot aimed at Canadians struggling to fall asleep

By
Mario Toneguzzi
-
Ryde: photo
Ryde: photo

Canadian functional-wellbeing company Ryde: has launched a new sleep-focused shot containing melatonin and other ingredients intended to help adults fall asleep faster on occasional nights when they have difficulty drifting off.

The 60-millilitre blackberry-flavoured Ryde: SLEEP is the latest addition to the company’s portfolio of functional wellbeing shots. The company says the product is intended to provide an option for adults seeking additional support on nights when they have trouble falling asleep.

New product targets sleep

Ryde: SLEEP contains 135 milligrams of GABA, 5 milligrams of melatonin, 50 milligrams of L-tryptophan, 1.7 milligrams of vitamin B6 and 0.98 milligrams of vitamin B2. The company describes GABA as one of the body’s natural “slow down” signals and melatonin as a hormone that helps regulate the sleep-wake cycle.

The product is vegan and contains zero sugar and zero calories, consistent with Ryde:’s other functional wellbeing shots. The company says its products are designed to provide convenient support that consumers can take with them.

“At Ryde:, we believe wellbeing should feel easier, not more complicated,” said Kervy Diaz, Country Manager (Canada), Ryde:. “Sleep is one of the foundations of wellbeing, yet many Canadians struggle to get the rest they need. Ryde: SLEEP expands our portfolio with a convenient option designed for the occasional nights when a little extra support can make a difference.”

Kervy Diaz
Kervy Diaz
Ryde: photo
Ryde: photo

Ryde: cited data showing that 20 per cent of Canadian adults report having trouble going to sleep or staying asleep most or all of the time as part of the rationale for introducing the product.

Nationwide retail availability

Ryde: SLEEP is now available online through Amazon and at Circle K, Couche-Tard, Parkland, Petro-Canada and 7-Eleven locations across Canada.

The launch expands Ryde:’s portfolio beyond its existing functional wellbeing products, with the company positioning the new shot around sleep as a component of overall wellbeing.

The company is also launching the Sleep for Tomorrow Project, a campaign tied to the introduction of SLEEP. The initiative asks Canadians to complete the statement, “I’m sleeping with Ryde: tonight, because tomorrow, I’m waking up for_____.”

Ryde: says it is seeking stories from Canadians focused on kindness, connection and purpose. Two participants will receive a Ryde: SLEEP prize package that includes $5,000. The contest is scheduled to launch Sept. 12 on Ryde:’s Instagram account, with terms and conditions applying.

Ryde: photo
Ryde: photo

Product carries usage warnings

Ryde: says SLEEP is intended for adults 18 and older and may not be suitable for everyone. The company advises consumers to read and follow the label and says the product should not be used by people who are pregnant or breastfeeding. Because the product contains 5 milligrams of melatonin, Ryde: warns that it may cause drowsiness or sleepiness. Consumers are advised not to take it while driving, operating heavy machinery or consuming alcohol.

The company also states that Ryde: SLEEP is not intended to treat insomnia or other sleep disorders and is not a substitute for healthy sleep practices. It is not recommended for daily use.

Ryde: describes its broader business as focused on functional wellbeing shots designed to help consumers feel their best when they need support. Its shots are vegan, contain zero sugar and zero calories, and include the company’s Ryplenish formulation.

More from Retail Insider:

Winnipeg-based Activate to open first Australian location in Melbourne in early 2027

By
Mario Toneguzzi
-
Activate photo
Activate photo

Winnipeg-based entertainment company Activate is expanding into Australia, with its first location in the country set to open at Melbourne’s Highpoint Shopping Centre in early 2027.

Activate Melbourne (Highpoint) will be located next to HOYTS Cinema in Maribyrnong, Victoria, marking the company’s entry into the Australian market and the first of several planned openings across the country.

The venue will feature 12 game rooms with more than 800 levels of challenges. Activate uses RFID technology to track players across rooms, allowing them to level up, unlock achievements and earn rewards. The games combine physical and mental challenges focused on speed, co-ordination and problem-solving. Teams of two to five people can play together.

Adam Schmidt
Adam Schmidt
Activate photo
Activate photo

“As we continue our global expansion, Australia feels like a natural next step,” said Adam Schmidt, co-founder and CEO of Activate. “We’re excited to bring what we’ve built in Canada to Australia and introduce a new community of Players to the games, technology and energy that make Activate unique.”

The Melbourne location will offer games including Mega Grid, Mega Laser, Strike and Hide. Players can also compete through the company’s Activate Global League and annual Tournament of Champions, which involve players and teams from its locations around the world.

Activate currently operates more than 80 locations worldwide. The company says its games, technology and facilities are designed, engineered and manufactured in Winnipeg. The Australian expansion will also involve the creation of a local workforce as Activate prepares for the Melbourne opening. The company is recruiting for a range of positions as it builds its local team.

Activate is headquartered in Winnipeg and operates locations in Canada, the U.S., Denmark, Germany, France, Finland, Malaysia, Mexico, Norway, Sweden, the U.K. and the United Arab Emirates.

More from Retail Insider:

1...535455...1,448Page 54 of 1,448