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Ottawa’s Tariff Retaliation Risks Raising Grocery Prices for Canadians

Grocery store in Quebec. Photo: Vergo Construction

Canada’s trade negotiations with the United States have failed. Washington has imposed 50% tariffs on approximately $28 billion worth of Canadian products, and Prime Minister Mark Carney has promised a dollar-for-dollar response beginning September 8.

Retaliation may be politically inevitable. But Ottawa must proceed very carefully. In attempting to punish Washington, Canada could easily end up punishing Canadian families at the grocery store.

Tariffs are taxes. Full stop.

A Canadian counter-tariff is collected from the Canadian company importing the American product. The exporter may absorb some of the cost, but importers, distributors and retailers will inevitably pass part of it along. Grocery margins are already thin.

Eventually, the cost appears at the checkout.

We learned that lesson in 2025, when the Trudeau government imposed 25% counter-tariffs on a remarkably broad range of American products. The list included orange juice, peanut butter, coffee, tea, chocolate, rice, pasta, fruit, vegetables, poultry, dairy products, cooking oils, sauces and soups.

It was political theatre masquerading as food policy.

A subsequent Bank of Canada study found that prices for tariffed goods increased by approximately 6% relative to comparable untariffed products. For tariffed food and beverages, the increase approached 8% at its summer peak. Retailers did not pass along the entire tariff, but consumers clearly paid part of it.

Most of those consumer tariffs were removed after six months, limiting the damage. This time, however, the retaliation could be broader, higher and more persistent. If food, ingredients, packaging and agricultural equipment are included, the combined cost could approach $200 annually for an average Canadian household. That estimate reflects not only direct tariff costs, but also the expense of changing suppliers, importing from more distant markets and operating a less efficient supply chain.

Lower-income households would be hit hardest. They have fewer opportunities to stock up, shop at several stores or buy in bulk. Food inflation is also cumulative. Canadians do not recover the purchasing power lost after years of higher grocery prices simply because inflation eventually slows.

Food prices are already roughly 27% higher than they were five years ago. Still, adding more pressure would be reckless.

There is also the risk of a price-umbrella effect. When an American product becomes more expensive, competing Canadian and foreign brands face less pressure to keep their prices down. Importers may replace nearby American suppliers with more distant sources, increasing transportation, warehousing and contracting costs.

The Bank of Canada did not find a statistically significant broad spillover to substitutes in 2025. That is reassuring, but it is no guarantee this time. The coming tariffs could last for years rather than months. The same research found that retailers passed along more of the cost when they believed tariffs would remain. Expectations matter.

Once companies conclude that a tariff is permanent, they renegotiate contracts, change suppliers, rebuild distribution networks and reset prices. Those costs can spread well beyond the products appearing on Ottawa’s retaliation list.

This is why food must be spared.

The final list has not yet been published, but dairy has already been mentioned as a potential target. That makes little economic sense. Canada already controls dairy imports through supply management and tariff-rate quotas. Additional tariffs would affect specialized American products and ingredients without necessarily creating meaningful political leverage in Washington.

Food-manufacturing ingredients should also be exempt, along with packaging, fertilizer, animal feed, refrigeration equipment, agricultural machinery and replacement parts. Tariffing these products would raise the cost of producing Canadian food. A product does not need to appear on a grocery shelf to increase grocery prices.

Ottawa should also resist the argument that food tariffs are harmless whenever Canadian substitutes exist. Restricting a lower-priced import reduces competition and gives domestic suppliers more room to increase prices. Canadian producers may benefit, but Canadian consumers can still lose.

If Canada must retaliate, it needs a scalpel, not a sledgehammer.

Countermeasures should focus on non-essential goods with a low weight in household budgets, sufficient alternative suppliers and genuine political importance in the United States. Government procurement restrictions, investment screening and coordinated legal challenges should also be considered instead of relying almost exclusively on border taxes.

Every proposed tariff should pass four tests. Is the product essential to Canadian households? Is it an input for Canadian production? Can it be sourced elsewhere without significantly higher costs? Will targeting it exert meaningful political pressure in the United States?

If a tariff increases Canadian food-production costs or grocery bills without creating real pressure in Washington, it has failed.

Trump’s tariffs are harmful because they raise costs, distort supply chains and weaken competitiveness. Canada should not reproduce the same damage at home simply to demonstrate resolve.

Retaliate if we must. But keep food—and everything required to produce it—off the tariff menu. The objective should be to pressure Washington, not weaponize the cost of living against Canadians.

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AI’s Growth Reveals a Hidden $381.3 Million Problem for Retail Brands: Outdated and Unmanaged Enterprise Content

Andrea Piacquadio photo
Andrea Piacquadio photo

New research from Storyblok, in collaboration with FT Longitude (part of The Financial Times), uncovers the true cost of content debt: content that is outdated, poorly structured, not optimized for search or AI discovery, and difficult to update and publish efficiently. 

According to a survey of organizations with at least $1 billion in annual global revenue, content debt is costing retail enterprises $381.3 million on average, based on spend devoted to fixing it and revenue at risk from it.

AI search made a bad problem even worse

Content debt has always been buried in Google searches, but companies ignored it because they didn’t feel the impact. Now that AI is using that outdated content in its answers, many brands are either being misrepresented or left out entirely, explained Storyblok.

The business impact of content debt is significant for retail companies: 

  • 5.5% – Average annual revenue at risk from content debt
  • $4.5 million – Average amount spent fixing content debt (33.4% of total content spend)
  • 93.6 – Average hours spent each week maintaining existing content 

Retail executives realize they have a content problem

After decades of letting brand inconsistencies spread online, executives understand that their bad content habits have to change now:

  • 85% say improving the quality, structure, and governance of their content would deliver measurable business value for their organization
  • 78% say their organization carries more digital content than it can realistically keep accurate, relevant, and up to date
  • 69% say outdated or inconsistent content is making it harder for customers to find, trust, or act on their information
  • 68% say the lack of visibility they have of their content is a compliance risk for their organization
  • 60% say poor content quality or structure is weakening their visibility in search and AI-driven discovery

Content debt is a technical problem that can be solved

The report said 68% of retail executives agree that improving their content strategy is more of a technical challenge than a creative one, which suggests that teams are being held back by their CMS and tech stack, not their abilities.

Dominik Angerer, CEO and Co-Founder of Storyblok, said: “For decades, publishing as much content as possible, hoping it ranks in search, and letting the content and platforms decay has been a business strategy. It felt good at the time, just like loading up a credit card with a bunch of impulsive purchases and not thinking about the true cost of the debt. But now AI has exposed the scope of the problem and it can’t be ignored anymore. The bill is past due.

“In the same way that consumers need to develop a plan to pay off debt, retail brands need a content debt recovery plan that helps them eliminate the content and tech debt that is a burden to their business. The fact that they’re already spending so much time and money maintaining content and it isn’t decreasing the overall effects of content debt in a meaningful way proves that what they’re doing isn’t working. 

“The retail companies that audit all of their content, implement new ways of managing it, and measure the results will have confidence that their content is accurate, optimized, visible, and driving revenue in AI and every channel that’s important to them.”

In an interview with Retail Insider, Angerer talked about the issue.

Question: What does “content debt” look like for retailers in practical terms, and why has it become a more significant problem as AI increasingly influences product discovery and purchasing?

Answer: For retailers, content debt often looks harmless. It’s an old product page that’s still live, a pricing page from a promotion that ended months ago, a return policy that was updated on the main site but never changed on an old campaign page, a link where the product is sold out. It’s duplicate product descriptions, or different versions of the same information sitting in different parts of the business.

Most of this happens simply because retail moves fast. Products get discontinued, promotions end, new campaigns launch, people move teams and the old content doesn’t always get cleaned up behind them. Our research found 78% of retail executives say they’re carrying more digital content than they can realistically keep accurate and up to date, and 85% say improving the quality, structure, and governance of that content would deliver measurable business value. That’s a big gap between knowing there’s a problem and having fixed it.

AI is what turns this from a background issue into an active one. Customers can now run into old information without ever visiting the page where it lives. If someone asks an AI tool about a return policy, they might get an answer pulled from information the retailer changed years ago. Content that used to be easy for a customer to miss can now show up right when they’re deciding what to buy. For retailers, that turns an old content problem into a customer and revenue problem.

Q: Your research found that 5.5% of revenue is at risk for global retail organizations with more than $1 billion in revenue. What are the biggest sources of that potential revenue loss, and how should retailers assess their own exposure?

A: The biggest risk sits around anything that directly affects a customer’s decision. When that information is outdated or inconsistent, it costs a sale, causes a return, or damages trust. Retailers are already spending $4.5 million a year on average trying to fix this, and putting in nearly 94 hours a week maintaining existing content, and the revenue impact is still there. That tells you the issue isn’t effort, it’s where the effort is going.

AI makes this harder to control because customers no longer have to visit a retailer’s website to get that information. They can ask an AI tool and get an answer based on content the retailer didn’t realize was still out there.

The first step is figuring out what you actually have. Audit product and policy content, including older pages and anything sitting outside the main site, then check that against what AI tools are actually surfacing to customers. That comparison is what tells retailers where the real gaps are and what to prioritize first.

Q: With 78% of organizations saying they have more digital content than they can realistically keep accurate and up to date, what should retailers prioritize when deciding which content to fix, update or eliminate?

A: Start with what matters most to the customer and the business so pricing, availability, product details, sizing, shipping, returns, and warranties. Getting those wrong directly affects a purchase. Then look at anything that creates compliance, safety, or brand risk. After that, retailers can work through older campaigns, discontinued products, and duplicate content.

The goal isn’t to keep every page alive. It’s to have confidence in the content that matters, knowing what exists, knowing what’s accurate, and knowing who’s responsible for it. That’s where the audit becomes the foundation. Once you’ve identified the problem, you need ownership and a review process, or the same debt just builds back up.

Mikhail Nilov photo
Mikhail Nilov photo

Q: How is the rise of AI-driven shopping and agentic commerce changing the way retailers need to structure and manage product information compared with traditional search and e-commerce?

A: Traditional ecommerce was built around a shopper landing on a product page and making the decision themselves. With AI-driven shopping, more of that process happens through a system comparing products, prices, availability, and policies on the shopper’s behalf.

That puts a much bigger premium on product information being accurate, structured, and consistent. If pricing says one thing in one place and something different somewhere else, the AI system has to decide which version is right, and the retailer may not control which one wins. 

Interestingly, 68% of retail executives already say this is more of a technical challenge than a creative one, and it’s worth noting that the retailers who feel most confident in their content are the ones most likely to agree with that. This isn’t because tooling was the cause of their success, but because they’ve already done the harder governance work, and now technology is just helping them continue to get it right.

So retailers need to think beyond individual product pages and build a reliable source of truth behind them, one that both a human and an AI system can trust equally.

Q: What specific investments or changes to their content infrastructure should retailers be making now to ensure their products remain accurate, discoverable and competitive as AI agents become a larger part of the shopping journey?

A: Start with an audit. Retailers need a clear picture of what content they have, where it lives, what’s accurate, what’s outdated, and who owns it. You can’t have confidence in your content if you don’t know what’s actually out there.

Then put a process around it. Products, promotions, and policies change constantly, so there needs to be a clear owner and a clear trigger for reviewing, updating, or removing content when something changes. 

Retail scored well overall in our research, ranking the highest of any industry we surveyed in our Content Confidence Index at 76.8, and it’s still carrying $381.3 million in average content debt. That tells you even strong performers can’t out-create their way past this and it is a challenge that has to be managed on an ongoing basis.

This is where the CMS and underlying content infrastructure matter. Giving retailers a way to manage structured product information consistently across their website, marketplaces, and new AI-driven channels, instead of maintaining different versions for each one. 

But it is important to call out that while technology supports this, it doesn’t replace the ownership and process work. A retailer that buys new infrastructure before deciding who’s responsible for keeping product information accurate will just build the same mess, faster.

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AI Is Shaping Back-to-School Shopping for Canadian Consumers: Accenture

August de Richelieu photo
August de Richelieu photo

Back-to-school shoppers may still be headed to the stores, but AI is shaping what ends up in their carts before they even hit the aisles. Recent Accenture research found that 51% of Canadians expect at least half of their spending over the next 12 months to be influenced by AI.

This trend is already showing up in back-to-school shopping. A new Retail Council of Canada and Caddle survey found:

  • 44% of Canadian parents are already using or are very interested in using AI-powered tools to build shopping lists, compare prices and determine where to shop.
  • 17% report they’d consider it if it clearly saved time or money.

Accenture’s Canadian Consumer Pulse Survey Data:

  • 61% of Canadians trust a personal AI agent more than their best friend to make a purchase on their behalf
  • 60% of Canadians are open to an agent completing commerce tasks, such as negotiating deals, resolving complaints, re-ordering or renewing subscriptions, as long as the consumer remains in full control.
  • 21% of Canadians would let an AI agent make the final purchasing decision on their behalf (before payment is made by the consumer), within defined boundaries such as price and preference.
  • Only 7% of Canadians would empower an AI agent to shop autonomously on their behalf, initiating and even completing purchases.

Suzana Colic, Managing Director, Retail Strategy & Consulting, Accenture, said AI is becoming a practical planning tool for Canadian families during a busy, budget-sensitive season. 

“Parents are using it to compare prices, build lists, check availability and narrow options before they enter a store. That moves the point of influence earlier in the journey. Retailers need to make their value proposition clear, accurate and visible when a family asks AI: “What should I buy, where should I buy it, and how do I stay within budget?”,” she said.

Colic said retailers need to make it easier for both people and AI to understand. 

“That means accurate pricing, real-time inventory, clear product details, delivery options, return policies and credible claims. Accenture’s Consumer Pulse research shows 60% of Canadians are open to an AI agent completing commerce tasks, but only 21% would allow an agent to make a final purchase within defined parameters,” she explained.

“The opportunity is real, but trust still has to be earned. Retailers should treat product data and service information as part of the shopping experience, not only back-end details. The winners will make it simple for AI to evaluate their products and simple for shoppers to feel confident in the recommendation.”

Colic added that consumers want help cutting through complexity. Families are weighing price, availability, quality, convenience, and personal preference all at once. 

“In Canada, consumers are approaching AI-powered commerce carefully. Consumer Pulse found that 51% of Canadians expect AI to influence more than half of their spending in the next year, while 31% say a successful low-risk AI purchase would make them more comfortable trusting agents with greater autonomy. For retailers, loyalty will be less about habit and more about being consistently useful, reliable, and relevant when AI is helping a consumer decide,” she said.

Andrea Piacquadio photo
Andrea Piacquadio photo

Colic noted that AI will make weak value propositions harder to hide.

“If an agent can compare prices, availability, delivery, reviews, and product claims in seconds, pricing and promotions need to be transparent, competitive, and easy to understand. Loyalty programs also need to move beyond points and discounts to more meaningful value, including personalization, convenience, access and trust,” she said.

“At the same time, the store, maybe paradoxically, becomes more important. Consumers may delegate comparison shopping, but they will still want to own moments that feel personal, emotional or experiential. The store’s role is to create confidence and connection where technology alone cannot.”

Colic said the biggest opportunity for Canadian retailers is to help Canadian families make better decisions with less effort. Back-to-school is high-pressure and basket-driven, and AI can help shoppers decide where to spend, where to save, what to buy now, and what can wait. 

“Retailers that make it easier will have an advantage. The risk is becoming invisible if products, prices or value propositions are not clear enough for AI to recommend. There is also a risk of over-automating moments consumers still want to feel involved in, from a first-day outfit to a backpack a child is excited about. The right approach is not to replace the human side of shopping; it is to use AI to remove friction and strengthen the moments that create trust, inspiration and loyalty.”

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SHEIN planning four-day pop-up in downtown Montreal

SHEIN photo
SHEIN photo

SHEIN Canada is heading to Downtown Montreal debuting its Fall/Winter 2026 collection with a four-day pop-up, transforming a storefront into a fully immersive fashion destination.

“Ease into the season with SHEIN’s Fall/Winter style edit which features six trends that carry you from crisp autumn days into cozy winter nights,” says the brand.

The pop-up is open to the public from Thurs. Aug. 27 – Sun. Aug. 30. The retailer said the pop-up showcases SHEIN’s top selections for Fall/Winter 2026, bringing the season’s style forecast to life through six curated trend installations showcasing the key aesthetics shaping the months ahead. From nostalgic Retro Remix to commanding Power Dressing and richly layered Regal Maximalism, each installation is designed as a boutique-style environment where shoppers can touch, feel, and fully immerse themselves in the fashion experience.

SHEIN Photo
SHEIN Photo

Every trend is brought to life through curated in-store displays, transforming the space into a dynamic, multi-sensory style experience, it said.

The six featured trend spaces include:

  • Retro Remix: A playful throwback to decades past.
  • Power Dressing: A commanding, structured aesthetic built on military and equestrian influences.
  • Regal Maximalism: Opulent and statement-making, defined by dramatic silhouettes.
  • Dark Romance: A moody, sensual aesthetic centered on brooding tones and gothic-inspired capes.
  • Soft Glam: A delicate, feminine trend featuring knitted maxi dresses and bubble-hem tops.
  • Folk Revival: An earthy, bohemian trend rooted in craft and heritage.
SHEIN photo
SHEIN photo

“Alongside these trend displays, guests will also be able to shop a broader mix of Fall/Winter picks across SHEIN’s multi-category assortment, highlighting the brand’s evolution into a one-stop shop spanning women’s & men’s apparel, women’s curve, accessories, beauty, home, and pet products,” it says.

The pop-up will open at 962 Sainte-Catherine Street West from Thur to Sat: 10am – 8pm | Sun: 11am – 6pm

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Freshii expands Canadian menu with new Heartii Salads

Freshii in Sherbrooke, Quebec. Photo: Freshii/Google Maps

Freshii has added a new lineup of salads to its Canadian menu as the quick-service restaurant chain looks to offer more substantial lunch and dinner options.

The Heartii Salads lineup, available at participating Freshii locations across Canada, includes the Habibii Salad, BBQ Chicken Salad and a redeveloped Kale Caesar.

The menu expansion combines vegetables and protein in three different salad offerings, including a plant-based option and a higher-protein version, according to the company.

“Today’s guests want meals that are nutritious, satisfying and unique,” said Chef Jason Baker, director of culinary at Freshii. “These new Heartii Salads deliver bold flavours, wholesome ingredients and hearty portions that make them a satisfying option for lunch or dinner.”

The Habibii Salad is a plant-based offering featuring falafel, spicy roasted broccoli, crispy chickpeas, cherry tomatoes, beets, cucumber, roasted sweet potato, red cabbage, pickled red onion, romaine and kale. It is served with a pesto vinaigrette.

The BBQ Chicken Salad includes blackened chicken, romaine, kale, bacon, pickled red onion, avocado, aged cheddar and red cabbage, along with Fiery BBQ Sauce and Green Goddess Ranch.

The redeveloped Kale Caesar features roasted chicken, kale and romaine, Parmesan crisps, a jammy egg, shaved Parmesan, roasted bacon, grape tomatoes, hemp seeds and Mediterranean crunch. It is served with a creamy Greek yogurt Caesar dressing and contains 45 grams of protein.

Freshii said the new salads are intended to provide customers with additional choices for meals that can fit into busy lifestyles while retaining fresh ingredients and flavour.

“Today’s guests want meals that are nutritious, satisfying and unique,” said Baker. “These new Heartii Salads deliver bold flavours, wholesome ingredients and hearty portions that make them a satisfying option for lunch or dinner.”

Freshii is wholly owned and operated by Foodtastic, which says it has a portfolio of 30 restaurant brands and more than 1,200 establishments across Canada.

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Canadian, U.S. and Mexican franchise groups sign trilateral agreement

International Franchise Association photo
International Franchise Association photo

Canada’s largest franchise association has signed a trilateral agreement with its U.S. and Mexican counterparts aimed at increasing co-operation, information sharing and support for businesses operating across North America.

The Canadian Franchise Association, International Franchise Association of the United States and Mexican Franchise Association signed the agreement recently in Mexico City, establishing a permanent framework for collaboration on education and training, research, best practices and international expansion.

The agreement is intended to help franchise businesses better understand and enter each other’s markets, including through greater information sharing on regulations, intellectual property, costs, supply chains, consumers and market-entry strategies.

“This agreement represents an important milestone for franchising in Canada and across North America,” said Sherry McNeil, president and CEO of the Canadian Franchise Association.

“While each of our markets has its own unique characteristics, we share many of the same opportunities and challenges. By working together, we can exchange knowledge, share best practices, and create stronger connections that will benefit franchise businesses, franchisees, and the broader franchise community across all three countries.”

The three countries collectively account for more than one million franchised establishments, more than 6,600 franchise concepts and more than nine million people employed by franchising, according to the associations.

In Canada, the sector includes more than 1,100 franchise brands and employs about two million people. The industry is projected to be worth nearly $150 billion by 2027, according to the association.

The agreement also calls for joint internationalization projects, which the organizations say will give franchise companies opportunities to learn more about conditions in the other two markets and identify potential growth opportunities.

“This historic agreement is a major milestone for IFA and the entire North American franchise community,” said Alan Catlett, IFA senior vice-president of programs and operations, who attended the signing in Mexico City.

“By joining forces to share best practices and accelerate brand expansion across borders, we are opening powerful new opportunities for the more than 6,000 brands across North America. This collaboration empowers business leaders with better insights and creates meaningful pathways to ownership and upward mobility for the next generation of entrepreneurs.”

Andrea Piacquadio photo
Andrea Piacquadio photo

The organizations will also exchange information intended to help companies anticipate and respond to changing market conditions. The agreement identifies potential advantages of the franchise model, including consolidated purchasing, volume negotiations and opportunities to develop supplier networks.

“Canadian franchising has a strong history of innovation, professionalization, and expansion, and we are pleased to bring that experience to this trilateral partnership,” said McNeil. “At the same time, there is tremendous value in learning from the scale and experience of our U.S. colleagues and from the creativity, adaptability, and growing strength of the Mexican franchise sector. Together, we can help create a more connected and informed North American franchise ecosystem.”

Betsy Eslava Altamirano, president of the Mexican Franchise Association, said the agreement is intended to make it easier for companies in each country to learn about and enter the other markets.

“This agreement began with a very simple question: Why not work together? Today, that conversation becomes a historic milestone. Mexico, the United States, and Canada have different markets, but we have so much to learn from one another. We want this alliance to open doors and make it easier for our companies to learn about, understand, and enter each other’s markets,” she said.

The agreement is between the three business associations and does not constitute an international treaty. It does not create legal obligations for governments or change existing legislation.

A permanent work agenda will now begin following the signing. The associations said the collaboration is expected to support continued development of the franchise sector in the three countries, including entrepreneurship, investment, employment and economic opportunity.

“The signing of this agreement is just the beginning,” added McNeil. “The real measure of its success will be the opportunities we create for our members and the broader franchise community. Whether that means helping a Canadian brand better understand opportunities in Mexico, connecting an international brand with the Canadian market, or sharing knowledge that strengthens franchising across North America, there is tremendous potential in working together.”

The Canadian Franchise Association represents approximately 650 members and more than 40,000 franchisees from Canadian and international franchise brands.

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Garnier Canada expands Toronto Blue Jays partnership through 2028

Alax Matias photo
Alax Matias photo

Garnier Canada is extending and expanding its partnership with the Toronto Blue Jays, with Garnier Fructis remaining a partner of the Major League Baseball club through 2028.

The multi-year agreement follows the first year of the collaboration in 2025 and will include national storytelling, digital and social content, contests, product discovery opportunities and select in-stadium activations during the baseball season.

Garnier said the expanded partnership is intended to provide additional opportunities for the brand to engage with Blue Jays fans through content and in-person experiences.

“This partnership reflects what Garnier Fructis stands for: high-performance hair care that’s accessible to everyone, paired with a team that brings Canadians together coast to coast.” said Carole Maury, General Manager, Garnier Canada. “The Blue Jays’ fanbase reflects the diversity of Canada, and that inclusivity strongly aligns with how we think about beauty and self-care today. We’re excited to build on this partnership in the seasons ahead with meaningful moments for fans.”

The partnership began in August 2025, when Garnier introduced a series of activities at Rogers Centre, including an influencer event, consumer sampling and in-game experiences.

The company said the collaboration coincided with the Blue Jays’ 2025 postseason run, which ended with the club’s first World Series appearance since 1993. Garnier said the team reached 24.5 million Canadians during the postseason.

The partnership is continuing as the Blue Jays are in their 50th season, with Garnier positioning the relationship as a way to connect with consumers through the team’s national fan base.

“We are pleased to extend our partnership with Garnier through 2028. Their commitment to innovation and community aligns strongly with our organizational values, and we look forward to continued collaboration.” said Mark Ditmars, Vice President, Partnerships, Toronto Blue Jays.

For the 2026 season and beyond, the companies said fans will see additional activity across digital and social channels as well as in the stadium. Further details are expected to be announced during the baseball season.

Garnier is a brand of L’Oréal Canada, which is a wholly owned subsidiary of L’Oréal Groupe. L’Oréal Canada was established in 1958 and employs more than 1,800 people. Its portfolio includes 36 brands.

Garnier Fructis is one of Garnier’s hair-care brands, offering products for a range of hair-care needs and routines.

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From The Desk: Strategic Adaptation and Growth Define Canadian Retail in August 2026

It was another busy week for Canadian retail, with expansion, investment and changing consumer behaviour showing up across several of the stories we covered.

Retailers continue to open stores and invest in their physical networks, even as consumers remain cautious about spending. Technology is becoming a bigger part of the conversation as well, including the growing use of AI, while partnerships and new business models are creating opportunities for established brands and newer players.

We are also heading into an important stretch of the retail calendar. Back-to-school shopping is underway, bringing price and value into sharper focus, and the fall season is approaching quickly. At the same time, retail real estate continues to shift as landlords reposition properties and retailers reconsider where and how they want to operate.

What stands out is that the industry isn’t standing still. Companies are making decisions now about stores, technology, partnerships and growth that could shape their businesses well beyond this fall. Some longstanding Canadian brands are entering particularly interesting new chapters, while others are finding opportunities to expand in a market that remains challenging.

Here are some of the stories and developments that caught our attention this week.

Retailer News

The retail environment in Canada is witnessing both reinvention and expansion. TJX’s strong performance in Canada, where Winners, Marshalls, and HomeSense are gaining major market share, illustrates how off-price retailers continue to capitalize on the void left by Hudson’s Bay closures, expanding aggressively into malls and urban centres. Similarly, Canadian Tire is driving growth through its Destination Sport store format, repurposing large-format retail spaces and tapping into the sporting goods market’s momentum.

In parallel, Shopify’s extension of cross-border ecommerce tools for Canadian merchants signals recognition of growing international sales complexities, especially with evolving U.S. import regulations. This infrastructure upgrade will be critical for Canadian retailers striving to broaden their global footprint amid an increasingly competitive landscape.

The departure of Roots from public markets, entering a privatised phase under Joe Mimran’s guidance as outlined in Roots to Go Private as Joe Mimran Takes Key Operating Role, highlights a strategic pivot toward long-term product innovation and international growth outside quarterly earnings pressures. This move is emblematic of legacy brands seeking greater operational agility and renewed brand vitality.

Physical retail expansion continues with DAVIDsTEA advancing its store openings, exemplified by the new flagship at Square One, which supports e-commerce growth in surrounding markets as presented in DAVIDsTEA Opens Square One Flagship. Meanwhile, Shake Shack’s strategic openings, including its first Ontario drive-thru locations, demonstrate adaptive multi-format growth targeting suburban consumers, signaling broadening retail footprints beyond urban cores.

Complementing these retail developments is Primaris REIT’s $19 million investment to transform the former Hudson’s Bay space at Galeries de la Capitale into a multi-tenant complex with new retail and dining anchors, reflecting a trend toward repurposing ageing department store real estate into diversified experiential destinations, detailed in Primaris Invests $19M to Transform Former Hudson’s Bay.

Recent data confirm Canadian retail’s cautious but steady positive momentum despite inflationary pressures. Statistics Canada reports that retail sales surpassed $74 billion in June, buoyed by strength in general merchandise and clothing, while e-commerce sales increased nearly 10%, indicating digital channels remain a key growth lever.

Home improvement retailer Home Depot Canada continues to outperform with accelerated sales growth, as noted in Home Depot Canada Sales Accelerate, driven by robust demand for smaller projects and professional customers. The company’s strong Q2 fiscal results, posting $47.9 billion in sales, reinforce the sector’s resilience amid a challenging housing market.

On the inflation front, Statistics Canada’s report of a 3.0% year-over-year Consumer Price Index increase, led by gasoline and travel costs, continues to shape retailer pricing strategies. Food price inflation remains sticky, further adding pressure on grocery and restaurant sectors to balance margins and customer affordability. These macroeconomic factors frame the backdrop for constrained consumer purchasing power heading into fall.

Retailer People News

The industry further signals its digital evolution with Groupe Dynamite appointing Henry Spear as Chief Customer Officer to spearhead personalised and seamless omni-channel customer experiences across its brands, GARAGE and DYNAMITE, reflecting heightened focus on integrating e-commerce and physical retail, as detailed in Groupe Dynamite appoints new digital leader.

Retailer Op-Eds

Insightful perspectives from the sector highlight the delicate balance retailers must maintain. Sylvain Charlebois’ article on Canada’s supply management system underscores the urgency for reform to enhance competitiveness and innovation, a necessary evolution that impacts supply chains and pricing structures crucial to retail and grocery operations.

Another op-ed draws attention to the structural challenges within the Canadian restaurant industry, with forecasts suggesting the potential loss of thousands of eateries in 2026, predominantly independent full-service operators, as discussed in Canada Could Lose 2,500 Restaurants. This trend echoes broader concerns over sector viability, impacting retail landlords with significant exposure to foodservice spaces.

A recent strategic overview of the retail landscape stresses the importance of cautious expansions and resilient mixed-use developments blending residential, wellness, and experiential retail offerings. This approach responds well to consumer segmentation and cost management imperatives, reinforcing fundamentals for sustainable growth in a transforming retail market, as detailed in From The Desk: Strategic Expansions and Resilience.

Editor’s Take

There is an interesting contradiction emerging in Canadian retail. Consumers remain cautious and value matters enormously, yet some of the country’s largest retailers are continuing to invest in stores, technology and expansion.

TJX is a good example. The company continues to grow Winners, Marshalls and HomeSense in Canada, including in prominent shopping centres where space has become available following the departure or downsizing of other retailers. Canadian Tire is also finding new uses for major retail spaces. These moves suggest that good real estate still has considerable value, particularly for retailers with the scale and economics to take advantage of opportunities as they emerge.

The consumer side of the equation is harder. Back-to-school spending is putting price sensitivity back into focus, resale continues to gain attention, and restaurants remain under considerable pressure. Retail sales may be growing in parts of the market, but that does not mean every category or operator is benefiting equally.

Roots adds another dimension. Its move into private ownership, with Joe Mimran returning to play a significant operating role, could give the company greater freedom to invest in product, stores and international growth over a longer time horizon. It will be worth watching what happens when an established Canadian brand with considerable recognition is given a new ownership structure and a renewed growth mandate.

Technology is running through many of these stories as well. Shopify, Groupe Dynamite and other Canadian companies are investing in AI and digital capabilities, but the important question will be what those investments actually accomplish. The retailers that use technology to improve merchandising, inventory, customer experience and profitability will have an advantage over those adopting it because it has become the latest corporate priority.

Heading into fall, Canadian retail looks increasingly divided. Strong operators with capital, desirable formats and room to invest are finding opportunities, including some created by the retreat of other retailers. Businesses facing weaker economics and a price-conscious consumer have considerably less room for error. That divide may become one of the most important retail stories to watch over the coming months.

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Daily Synopsis: August 21, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 8 articles we published covering key developments in Canadian retail.

Joe Mimran outlined product and global growth plans for Roots focusing on strengthening the brand’s Canadian identity and expanding internationally with Marquee Brands. TJX Companies reported major market share gains in Canada through Winners, Marshalls, and HomeSense by leveraging mall and urban centre expansions.

Shoppa.ca launched an online marketplace exclusively featuring Canadian-owned businesses to simplify consumer access to domestic brands. Home Depot Canada accelerated sales growth in Q2 despite housing market challenges by focusing on professional customers and digital investments. AutoCanada acknowledged ongoing challenges in the auto market with strategies to improve productivity and selectively divest. Retail Insider also published data on Canadian retail sales surpassing $74 billion in June driven by general merchandise and e-commerce growth.

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Canada/U.S. trade talk collapse to lead to immediate and significant impact on small business: CFIB

Yan Krukau photo
Yan Krukau photo

The collapse of Canada/U.S. trade talk will have immediate and significant impact of small businesses in Canada, says the Canadian Federation of Independent Business, which is Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.

In a statement released on Saturday, Dan Kelly, President of the CFIB, said: “The new list of new Canadian exports subject to a 50% tariff includes 18 pages of products that are right at the centre of what small businesses sell. A full 40% of small Canadian exporters will be directly hit by these tariffs and nearly one-third expect their revenues will drop by 50% or more as a result.

“This round of tariffs is far more impactful on a far larger swath of small firms than the earlier ones. Small firms most affected by the tariffs include those selling machinery and equipment, wood and building products, plastic and packaging, food and beverages and arts, jewellery and creative products. 

“And while retaliatory tariffs are an understandable response from our government, the impact of this move also hits small firms hard. While 20% of small firms export, over 50% import from the US. The burden of retaliatory tariffs ultimately affects consumers, but first to be hit are the small firms that import. Earlier rounds of Canadian retaliatory tariffs had a major negative impact on many small businesses.”

Kelly said the Prime Minister has rightly noted his concern for small businesses and has pledged measures to support Canadian workers and businesses in the coming days.

“CFIB notes that the $25 billion of earlier supports failed to deliver any meaningful relief to Canadian SMEs. Most of the loan programs delivered by Regional Development Agencies specifically excluded small firms from even applying. These programs were shockingly unfair and ineffective,” said Kelly.

“As we did during the pandemic, CFIB stands ready to work with government on ways to offer relief that delivers, including important tax relief for small firms. 

“CFIB does not second guess the decision of government to end this round of discussions in pursuit of a lasting deal that removes the threat of the new tariffs and reduces the earlier sectoral tariffs. 

“More than anything, small firms are counting on government to resume negotiations as early as possible and ensure the impact on Canadian entrepreneurs is minimized in the interim.”

Prime Minister Mark Carney
Prime Minister Mark Carney

In a statement, Canadian Prime Minster Mark Carney said trade talk progress has not been enough to meet the government’s objectives for Canadians. As a result, he said he decided to suspend trade negotiations with the U.S. and he directed Canada’s negotiators to return to Ottawa. Carney noted that the U.S. intends to impose a 50% tariff on roughly $28 billion of Canadian goods and “Canada will match those tariffs dollar for dollar to protect our workers and businesses.”

“In the coming days, the government will introduce additional measures to support Canadian workers and businesses, building on the nearly $25 billion in support provided over the past 18 months,” he said.

Carney’s full statement can be found here.

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