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Why Fine Jewelry Ecommerce Needs to Educate Before It Sells

By
Retail Insider
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With so many sales happening online and away from an expert standing at the jewelry counter, the fine jewelry business has an education problem. There’s a disconnect between the shopper who sees the finished piece and the knowledgeable retailer who knows everything behind it.

A shopper may see two pearl necklaces that look identical in the website photos, yet one (realistically and rightfully) costs hundreds or thousands of dollars more. Two diamonds of similar size can differ substantially in value. “Gold” can refer to different karat levels and alloys. Gemstones may be natural, laboratory-created, imitation, treated, or untreated.

Here are the top reasons the jewelry ecommerce space needs to be more education-focused, and how to apply the best informative solutions to address customers’ knowledge gaps. 

Fine Jewelry is Hard to Evaluate from a Product Photo and Description

This is a fundamental ecommerce problem that retailers see across platforms and for all kinds of products. The issue is exacerbated with fine jewelry, since there’s such a wide range of quality and price points represented even in the same ecommerce spaces.

Similar-Looking Jewelry Can Have Very Different Value

Any well-trained jeweler can explain pearl quality factors: how two pearls of the same size and color can differ considerably in luster, surface quality, nacre quality, shape, and matching. Or they could wax poetic about the differences in 14K and 18K gold, or how two diamonds of the same carat weight can vary according to cut, color, and clarity.

These features and factors that determine the jewelry’s overall quality and price are nearly impossible to suss out from just a photo on a website, and even more difficult to assess without the help of an expert. The image can show the beauty of the piece, but it can’t explain its value.

Industry Vocabulary Can Be a Huge Barrier

There’s a lot of insider jargon in the jewelry space: carat, karat, cultured, natural, lab-grown, nacre, luster, clarity, vermeil, plating, treatment, setting, and certification. They’re normal words for experts, but largely unknown by the average shopper. 

Buyers will make more confident purchases when they have a better idea of what they’re actually buying, if the pearl is real, and what they can expect from the purchase. Educating about this jewelry-specific terminology is the first step in engaging the customer to make informed and confident decisions about their jewelry. 

Product Descriptions Can be Fuzzy, With No Chance for Clarification

Saying a pearl necklace is “premium quality” gives the shopper very little to work with. Explaining what strong luster looks like, why matching matters in a strand, or what makes one pearl type different from another gives them something concrete to compare.

The customer needs to come away feeling like they understand the piece better, not like they just read a longer sales pitch.

Educational Content Replaces Part of the In-Store Conversation

Online shopping makes the jewelry shopping process more convenient at points, but it does remove the jeweler-at-the-counter step from the process. 

A Good Jeweler Answers Questions Before Asking for the Sale

In the brick-and-mortar store, a customer points to two pieces and explicitly asks why one costs more. 

The jeweler explains the difference in materials, craftsmanship, grading, or rarity. The customer asks whether one piece is better for daily wear, whether a certain gemstone needs special care, or whether that necklace will sit where they want it to.

Those conversations help online jewelry shoppers build a mental framework for the purchase. They start to understand what they’re paying for and which details actually matter for their own needs.

That same guidance has to exist online, even if there’s no person standing behind the counter. Buying guides, comparison charts, short videos, glossaries, FAQs, sizing tools, care guides, and clear product descriptions can all take on parts of that educational role.

Product Pages Should Teach, Too

It goes way beyond blog posts and buying guides! If a customer has made it all the way to the product page, that’s where they need the most information before they make the purchase. Don’t ask them to leave the page to Google a term like “vermeil,” “AAA pearl quality,” or “VS clarity”! It only adds another step between their interest and their ultimate purchase.

A strong product page should explain the important specifications in plain language. For instance, explaining that 18K gold contains a higher proportion of pure gold than 14K helps a shopper understand why the price, color, and wear characteristics may differ. Listing the millimeter size of a pearl is helpful, but showing that size on an ear or beside a familiar object makes the number much easier to picture.

The same goes for chain length, gemstone treatments, ring width, earring dimensions, clasp types, and care requirements. The goal here is to make the product page full of all the expert knowledge the customer needs to make an informed and confident decision. 

Main Takeaways

  • Fine jewelry is difficult to assess from just product photos and descriptions that are often filled with industry-specific jargon; shoppers need more expert knowledge to make a confident choice.
  • There are knowledge entry-barriers, so retailers should translate technical language into clear, practical information.
  • Online educational materials from ecommerce sites can help recreate some of the guidance and advice from a knowledgeable jeweler in a brick-and-mortar store.
  • The whole website – including the blog, buying guides, and every step on the website all the way down to the specific product page – should include educational elements that invite the customer into an informed and confident purchase.
  • The biggest goal of the website is the same as the expert salesperson standing at a physical jewelry counter: to give shoppers enough knowledge to make a confident decision. When customers understand the product, the sale has far less work to do. 

Daily Synopsis: Sep 4, 2026

By
Retail Insider
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Daily Synopsis2

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 10 articles we published covering key developments in Canadian retail.

Lululemon is streamlining its store operations by cutting SKUs by 15% and slowing its expansion efforts while focusing on store optimizations and tailored assortments Lululemon cuts SKUs and slows expansion. Jollibee is marking 10 years in Canada with a promotional campaign and plans to open 26 new franchise-led locations in Alberta and British Columbia Jollibee plans 26 new restaurants. T&T Supermarket will open a massive new store at CF Markville in 2028, becoming the largest Asian grocery store in Markham T&,T expands at CF Markville.

Pilgrim is accelerating Canadian growth with a new Oshawa Centre store and plans for three additional stores annually, targeting suburban markets Pilgrim plans Canadian expansion. OpenRoad Auto announced a 16-acre automall development in Surrey to include dealership lots and extensive commercial space OpenRoad Auto Surrey automall development. Canada’s job market saw losses in August, with retail among affected sectors Canada loses 42,000 jobs, while Typical is broadening its retail reach with new partnerships and product lines in home goods Typical expands retail partnerships.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

Controlled Daylight: How Retailers Can Protect Products and Improve the In-Store Experience

By
Retail Insider
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Natural light has become a defining feature of contemporary retail design. Large storefronts create visibility from the street, skylights bring openness to shopping centres, and floor-to-ceiling glass gives showrooms a sense of scale that electric lighting alone is difficult to reproduce.

But more daylight is not automatically better daylight.

Direct sun can wash out digital displays, create reflections on glass cases, change how colours appear and produce uncomfortable hot zones near the façade. Over time, the same exposure can fade textiles, packaging, artwork and interior finishes. A store built around a bright, transparent envelope can therefore become visually inconsistent and operationally difficult as the sun moves through the day.

The opportunity is not to eliminate daylight. It is to control it with the same intention retailers already apply to track lighting, merchandising and circulation.

From Architectural Feature to Operating Variable

Lighting decisions are usually made during design and construction, but daylight is never static. Its direction, intensity and colour change by hour, season and weather.

A display that looks balanced at 10 a.m. may be crossed by direct sun at 3 p.m. A fitting room can feel flattering on an overcast day and harsh when low western light enters the sales floor. A screen that is readable in the morning may become reflective in the afternoon.

The most effective stores treat lighting as three connected layers: daylight that links the interior to the street, ambient lighting that establishes a consistent base, and accent lighting that creates hierarchy around merchandise. Problems emerge when uncontrolled daylight overwhelms the other two. The store may still be bright, but the products no longer look as intended.

Retail Insider’s coverage of King Living’s Toronto flagship illustrated the importance of consistency. Its controlled lighting environment helps furniture, fabrics and finishes present similarly during the day and evening. Not every store needs a subdued gallery atmosphere, but the principle applies broadly: lighting conditions are part of product presentation, not merely part of the architecture.

The Hidden Cost of Direct Sun

Light-induced fading is cumulative. Ultraviolet radiation is one contributor, while visible light and heat can also affect sensitive materials. The rate depends on the material, dyes, exposure time and intensity, so there is no universal safe number of hours.

Apparel, upholstered furniture, rugs, paper goods, artwork and cosmetics can all be vulnerable. The cost is not limited to products that become visibly unsellable. Uneven exposure may cause a display sample to differ from boxed inventory, weaken colour consistency across a collection or make a premium product look older than it is.

The greatest risks tend to appear near south- and west-facing storefronts, skylights, display windows where products remain for weeks, and high-level glazing that staff cannot easily shade. Retailers should map these exposure zones before finalizing fixtures. Sensitive products can then be rotated, repositioned or protected with filtered daylight.

Glare Is a Customer-Experience Problem

Glare is often treated as an employee-comfort or building-performance issue. In retail, it also affects the customer journey.

A bright reflection can make digital signage unreadable, obscure a product behind glass or reduce visibility at a service counter. Shoppers may move away from an uncomfortable display without consciously identifying why. Employees working at point-of-sale terminals may improvise with paper signs or permanently closed blinds, weakening the store’s visual standards.

The aim is to maintain visual hierarchy. The brightest element in a customer’s field of view should support the intended focal point—not be an uncontrolled patch of sky or a reflection across a screen. A successful solution must also preserve the storefront’s exterior presence; eliminating glare by making the store appear closed is not a useful trade-off.

Selecting Daylight Control by Performance

For existing stores, the practical solution is often a combination of layout changes, solar-control glazing and adaptable interior shading.

Solar screen fabrics come in different openness factors, colours and constructions. These variables influence view, visible light, glare, privacy and solar performance. A lower openness factor generally provides stronger glare control but a more restricted view. Higher openness preserves transparency but may not be sufficient for a screen-facing work area or low-angle western sun.

Colour matters as well. Darker fabrics can maintain a clearer view through the shade, while lighter outward-facing surfaces may reflect more solar energy. The right specification depends on the retail task. A furniture showroom may prioritize colour consistency and protection from fading; an apparel store may need strong vertical illumination and clear views into the space; a service retailer may place more weight on privacy and customer comfort.

Mock-ups are valuable because a specification sheet cannot fully communicate the visual experience. A sample should be viewed on the actual façade under direct sun, from both inside and outside, before a large order is approved. For retailers planning larger installations, an experienced commercial window-treatment team such as Toronto Window Treatments can help evaluate glazing conditions, fabric performance, glare requirements and how the finished system will appear from both inside and outside the store.

Why Automation Matters in Multi-Zone Stores

Manual shades can work in a small location where staff can reach every window. Reliability declines as façades become larger, ceilings rise and daily operating responsibilities multiply.

Automated shades can respond to schedules, sun position or sensor input, creating repeatable conditions without asking employees to monitor the weather. The advantage is consistency, not movement for its own sake.

A practical sequence may lower east-facing shades before opening, reopen them after the morning sun passes, and deploy west-facing zones gradually during the afternoon. Shades serving digital displays can follow a different position from those behind a feature window. Manual override should remain available for events, photography and changing merchandising plans.

For large glazed storefronts, commercial shading systems can also be coordinated with lighting controls, fabric requirements and the architectural details needed to keep rollers, fascias and wiring visually discreet.

The operational question is simple: will the system create the intended condition every day, even when the store manager is occupied elsewhere?

Connect the Shades With Electric Lighting

Daylight control should not be commissioned separately from the lighting system. If shades lower while ambient lighting remains unchanged, the sales floor may become too dark. If shades stay open while daylight sensors dim the LEDs, merchandise can lose the contrast needed to stand out.

Integrated scenes allow the systems to respond together. As direct sun is filtered, ambient lighting can rise enough to maintain a stable base while accent lighting continues to define feature displays. When useful daylight is available without glare, electric lighting can dim where appropriate.

This coordination also supports thermal comfort. Customers near large windows may feel noticeably warmer than shoppers deeper in the store, even when the thermostat reports an acceptable average. Closing a well-selected shade before peak exposure can reduce radiant discomfort and may prevent operators from overcooling the entire store to compensate for one hot perimeter zone.

A Practical Daylight Audit

Retail teams do not need a full renovation to identify the largest problems. Walk the store at opening, midday and late afternoon on a clear day and record:

  • which products receive direct sun;
  • where customers or employees change position because of heat or glare;
  • whether screens and price displays remain legible;
  • where colours appear different from the rest of the store;
  • which blinds are routinely left closed;
  • whether temporary glare fixes have appeared; and
  • how the storefront looks from outside when shades are deployed.

Repeat the review in another season because the solar path changes. The audit should end with priorities, not a generic recommendation to add more shades. Product protection, screen visibility, thermal comfort and façade presentation may each require a different response.

The Storefront Should Perform as Well as It Photographs

Glass remains one of retail’s most valuable architectural tools. It creates connection, reveals activity and gives the physical store a visibility an online channel cannot reproduce. The objective is not to cover it indiscriminately.

Controlled daylight keeps those benefits while reducing the operational penalties. Merchandise remains visually consistent, screens stay readable, perimeter areas become more comfortable and lighting scenes hold together across the day.

Customers may never notice a well-programmed shade. They will notice that the products look right, the space feels comfortable and the store invites them to stay. That is the real measure of successful daylight control: the technology disappears, and the retail experience becomes more consistent.

From The Desk: Canadian Retail Navigates Expansion, Consumer Shifts, and Supply Challenges

By
Craig Patterson
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It has been another busy week for retail in Canada, with plenty happening across the industry as we headed into September.

Retailers continue to open stores and invest in their physical networks, although expansion is becoming increasingly strategic. At the same time, companies are taking a closer look at merchandise assortments, operating costs and where consumers are choosing to spend their money. Shoppers remain selective, and value continues to influence purchasing decisions across many categories.

There are also some bigger forces shaping the industry. Tariffs and supply chain pressures are creating new challenges for retailers and manufacturers, while the push toward Canadian-made products and domestic sourcing continues to gain attention. Technology, e-commerce and loyalty programs are evolving as retailers look for new ways to attract customers and keep them coming back.

What I find particularly interesting right now is how quickly the Canadian retail landscape is shifting. Some retailers are pulling back, while others see opportunities to expand, enter new markets or rethink how their stores operate. That makes this an especially interesting period to watch.

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

Retailer News

Couche-Tard is actively reshaping its convenience store product mix by prioritizing food, energy drinks, and functional beverages in response to evolving consumer habits and regulatory challenges that have weakened demand for traditional snacks and soft drinks. This strategic shift is complemented by investments in technology and new store formats reshaping its convenience store mix as consumer habits change that signal how convenience retailers can unlock growth amid a challenging macroeconomic environment. The company’s recent financial results also reflect this dynamic, including a 25.1% revenue increase driven primarily by fuel sales, underscoring fuel retailing’s importance despite flat merchandise sales reported in its earnings rise as Canadian convenience sales flatten report.

Expansion remains a key theme as Jimmy John’s opened its first Calgary restaurant near the University of Calgary and Alberta Children’s Hospital, targeting dense urban and institutional foot traffic. This development points to the continued opportunity for foodservice brands in education and healthcare-adjacent neighbourhoods.

The 35th anniversary reflection on Simpsons department store offers a historical lens on the evolution of flagship retail spaces in Canada’s urban centres, reminding us of retail’s ongoing transformation.

Other notable growth initiatives include Michael Hill’s plans to increase its Canadian store count following record fiscal performance, and Loblaw’s substantial capital expenditure ramp-up to grow its No Frills and Maxi discount banners amid shifting grocery preferences. These moves play into the broader evolution of discount formats gaining ground in Canadian retail real estate.

Additionally, retailers such as Kit and Ace continue to adapt their physical presence by relocating to smaller but strategically better locations, a reflection of flexible real estate strategies in mall environments. Expansion efforts stretch into diverse categories including wellness, as Forum Thermal prepares a large urban spa in Calgary’s Beltline, while specialty brands like Typical grow reach across premium home goods channels.

The August edition of Retail Insider’s Canadian Retail Monitor highlights strengthening retail demand marked by rising sales volumes in categories such as health, personal care, and apparel, even as groceries contract and fuel sales climb mainly due to price increases. This nuanced demand picture underscores the importance of category-specific strategy and regional market attentiveness for retailers and commercial real estate stakeholders.

However, economic headwinds remain evident. Lululemon reported an 11% decline in Canadian sales for Q2, accompanied by a challenging outlook amid weak traffic and product relevance issues. This has led to a strategic slowdown in physical expansion and a reduction in SKUs, highlighting the need for optimized assortment and store productivity. The broader labour market contraction, including losses in retail employment, is reflected in the report on Canada’s loss of 42,000 jobs in August.

Supply chain and tariff pressures persist as key concerns. Gather Packaging’s pivot to Canadian markets following a punitive 50% U.S. tariff illustrates manufacturers’ need to adjust rapidly to geopolitical disruptions. Meanwhile, BRP’s robust Q2 revenue growth and raised earnings guidance, despite losses linked to tariffs and restructuring, underscore how innovation and retail financing strategies help mitigate external shocks.

On the consumer front, Canadian retailers brace for Holiday 2026 with momentum tempered by heightened price sensitivity and complex fulfilment demands detailed in the holiday 2026 spending momentum and price sensitivity analysis. Meanwhile, sectors like device repair see strong growth, as evidenced by Dr. Phone Fix’s 32% revenue increase, reflecting expanding service-oriented retail opportunities.

Retailer People News

Emerging wellness concepts are gaining ground as Toronto’s latest destination, The Practice integrates mental health and holistic therapies into a multi-functional retail and community space. This shift toward environment-driven wellness reflects rising consumer demand for integrated care beyond traditional healthcare settings, with implications for retail real estate design and tenant mix.

In parallel, executives like Angela Rhea of TradeBeyond emphasize the transformative role of AI, product traceability, and resilience in global retail supply chains, as discussed in the AI, traceability and resilience reshape global retail supply chains insight. The move toward interconnected, transparent networks supports retailers’ agility as they respond to regulatory compliance and consumer expectations, positioning technology-human collaboration as a critical competitive advantage.

Retailer Op-Eds

Opinion pieces highlight the complex cost pressures from trade policy shifts, particularly on grocery inflation and food security. The recent targeted counter-tariffs and fuel-tax relief aim to balance mitigating price increases while stabilizing supply chain costs for consumers, as detailed in the grocery prices and counter-tariffs analysis. This nuanced regulatory landscape, according to Dr. Sylvain Charlebois, demands vigilance from retailers and commercial real estate interests concerned with affordability and operational margins.

Consumer behaviour is shifting toward more frequent grocery shopping with smaller baskets, challenging traditional supermarket loyalty and accelerating spending fragmentation across store formats, a trend explored in the power of more frequent, smaller purchases editorial by Dr. Charlebois. This trend necessitates adaptive merchandising and loyalty strategies to sustain customer engagement amid growing convenience alternatives.

Community pharmacies continue to solidify their role as vital healthcare hubs for local economies, providing not only clinical services but significant economic contributions that anchor retail neighbourhoods, as highlighted in the community pharmacies’ economic and health impact opinion piece. Such essential services reinforce the hybrid healthcare-retail real estate model, an increasingly important institutional consideration.

Finally, reflecting on recent developments, Canadian retail’s expansion and adaptation respond to economic uncertainties with innovation in store formats, sourcing, and consumer engagement, a perspective laid out in the expansion and adaptation define Canadian retail landscape commentary. This ongoing strategic evolution highlights the sector’s resilience and its critical intersection with real estate and consumer-facing technology.

Editor’s Take

What stands out to me this week is that there doesn’t appear to be one single direction for Canadian retail right now. We’re seeing companies open stores and invest in expansion at the same time that others are reducing assortments, watching costs and becoming much more selective about where they put their capital.

That tells us something important about the market. Retailers still see opportunities in Canada, but growth is becoming increasingly deliberate. A new store has to make sense, the merchandise has to resonate with increasingly selective consumers, and landlords need to pay close attention to which categories are growing and which ones may require a rethink.

There are pressures coming from outside the store as well. Tariffs, changing trade relationships and supply chain uncertainty are forcing businesses to look more closely at where products and materials come from. The renewed interest in Canadian sourcing could have lasting implications for retailers, manufacturers and suppliers, particularly if the current trade environment persists.

I’m also watching what happens with consumer spending as we move into the fall and eventually the holiday season. Retailers have become increasingly sophisticated with loyalty programs, e-commerce and technology, but consumers ultimately determine where the opportunities will be. If shoppers remain cautious and value-conscious, retailers will have to work harder to earn each visit and each dollar.

There is still plenty of investment happening in Canadian retail, which is encouraging. The difference today is that almost every decision appears to be receiving greater scrutiny. For retailers, landlords and the companies that serve them, understanding where those opportunities are emerging will be increasingly important in the months ahead.

This Week’s Articles

Retailer News

Retailer People News

Retailer Op-Eds

News From Around the Web

Lululemon Cuts Store SKUs by 15% as Retailer Slows Expansion

By
Craig Patterson
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Lululemon at 1035 Ste-Catherine O in Montreal. Photo: Maxime Frechette

Lululemon is reducing the number of products carried in its stores and testing more localized assortments as the Vancouver-based retailer rethinks its physical retail strategy amid weaker sales across North America.

The company has reduced store SKUs by approximately 15% to create a less-dense shopping environment, with the changes being rolled out across its store network. Lululemon is also testing further SKU reductions in selected locations, along with localized assortments, new fixture packages, additional imagery and mannequins highlighting specific activities.

Management said merchandise is increasingly being organized around activities and lifestyle, with the aim of making stores easier to shop and improving how products are presented to customers.

The changes come as lululemon faces declining sales in its largest markets. Canadian revenue fell 11% in the second quarter, while U.S. revenue declined 8%. Management has identified weaker traffic, pressure on conversion and inconsistent product performance among the issues affecting the business.

At the same time, lululemon is becoming more selective about adding stores. The retailer has reduced its expected net new openings globally this year while continuing to invest in approximately 35 store optimizations.

Fewer Products, More Curated Stores

The 15% reduction in store SKUs comes after years of assortment growth across women’s and men’s apparel, footwear and accessories.

Management said the lower SKU density is being rolled out across the fleet, while a smaller number of stores are testing additional reductions. The company is examining how different assortment levels affect customer engagement and store performance before deciding which elements to introduce more broadly.

The tests extend beyond the amount of merchandise on the sales floor. Lululemon is experimenting with localized assortments, different fixture packages, additional imagery and activity mannequins, while organizing merchandise more closely around specific activities and lifestyles.

Localized assortments could give stores greater flexibility to emphasize products that perform particularly well in individual markets. Management said the strongest elements from the current tests can ultimately be scaled across the wider store network.

Changing Fashion Trends Put Pressure on the Assortment

The changes are unfolding as lululemon adjusts to a notable shift in women’s bottoms, historically one of the most important areas of its business. Women’s legging sales declined approximately 20% during the second quarter, considerably more than the decline in lululemon’s overall business.

Management said customers are increasingly moving toward looser, “away-from-body” silhouettes. Products including the Groove Wide-Leg, Align Foldover Jogger, Breezily and an updated Dance Studio Pant have performed well as the company responds to that shift.

Overall bottoms sales declined in the mid-single digits, meaning stronger demand for newer silhouettes is offsetting some of the weakness in leggings. Lululemon maintains that leggings remain an important category, particularly for yoga and Pilates, and said it continues to invest in newness within the category.

The changing product mix is also relevant to the work underway inside stores. As the assortment expands across different silhouettes, activities and uses, lululemon is testing how those products are grouped and presented to shoppers.

Lululemon at Oakridge Park in Vancouver

Lululemon Moves Faster on Products That Sell

Lululemon is also increasing its ability to respond when products perform better than expected. The retailer said it is chasing approximately 20% more product volume this year compared with last year.

That gives the company greater capacity to place follow-on orders for stronger-selling merchandise rather than committing as much inventory before demand becomes clear. Management has also been working to shorten parts of the product-development cycle.

Consumer research conducted by the company found that customers want more differentiated merchandise and innovation, an issue lululemon has acknowledged as it works to improve product relevance. The increased chase capacity complements the changes underway in stores, where the company is reducing SKU density and experimenting with more localized assortments.

Downtown Montreal Store Highlights Localization Strategy

A more selective approach to expansion has not stopped lululemon from making significant investments in established Canadian markets.

In May, the retailer opened a two-level store at 1035 Sainte-Catherine Street West at Peel Street in downtown Montreal. The approximately 11,600-square-foot location replaced a nearby store that had operated for 16 years and is one of lululemon’s larger recent Canadian store investments.

The store incorporates references to lululemon’s Pacific Northwest origins while adding design elements specific to Montreal. These include localized messaging, work by Montreal artist Jason Cantoro and other design details intended to connect the store with the city.

The larger footprint provides additional space for women’s and men’s apparel, footwear and accessories across categories including yoga, running and training. The store also reflects themes lululemon has been applying to its evolving retail strategy, including localization, elevated presentation and clearer activity-based merchandising.

The relocation illustrates how lululemon can invest in an established market without materially increasing its overall store count. The company had 71 company-operated stores in Canada at the end of fiscal 2024 and fiscal 2025, with the count increasing to 72 earlier this year.

Playbook 2.0 Store Concept Opens at Oakridge Park

Lululemon has also introduced one of its newest store concepts in its home market of Vancouver. The retailer returned to Oakridge Park in May with an approximately 5,900-square-foot store as part of the first phase of the redeveloped shopping centre. The location is among the first stores built under lululemon’s new “Playbook 2.0” design standard.

The concept draws from the landscapes and culture of the Pacific Northwest, incorporating softer forms, curved fixtures, natural materials and local references. Clear sightlines and a more open sales floor also make the store feel less compartmentalized than some older lululemon locations.

The Oakridge Park store includes space dedicated to local ambassadors, events and activity routes, while the retailer is using the location as a hub for community programming.

Together, the Montreal and Vancouver stores show that lululemon continues to invest in prominent Canadian locations even as it takes a more cautious approach to overall expansion.

Net Store Expansion Slows

Globally, lululemon now expects to open approximately 35 net new company-operated stores during fiscal 2026, down from its earlier expectation of around 40. The company continues to expect approximately 35 store optimizations, maintaining investment in existing locations even as the pace of net additions slows.

Management said every new store and optimization project is being scrutinized as the company becomes more disciplined about real estate.

North America is seeing particularly limited net expansion. Approximately 10 net new stores are expected across the region this year, including seven in Mexico.

Among the North American openings, roughly half involve converting existing pop-up locations that have already demonstrated strong productivity. The remainder involve strategic locations or additional stores in markets where management believes there is room for further penetration.

lululemon Ste-Catherine Street, Credit: Hassan (@Sohrty)

Pop-Up Store Count Set to Decline

Lululemon expects to end fiscal 2026 with approximately 40 pop-up stores, down from 65 at the end of 2025. The format has given the retailer a way to establish a presence in markets before making some permanent store commitments. Management’s decision to convert productive pop-ups among this year’s North American openings shows how those locations can also provide evidence of demand before a longer-term investment is made.

The lower pop-up count, reduced net opening target and continued investment in optimizations point to a more measured approach to North American real estate. Management indicated that it expects to remain disciplined on new stores heading into 2027.

Canada’s Sales Decline Comes Without Major Store Expansion

The relative stability of lululemon’s Canadian store count provides important context for the company’s recent sales deterioration. Canadian revenue grew nearly 10% in fiscal 2024 before growth slowed to less than 1% in fiscal 2025. Revenue declined approximately 3% in the first quarter of fiscal 2026 before falling 11% in the second quarter.

Those declines have occurred without significant growth in the Canadian store network. Management has instead pointed to weaker traffic, pressure on conversion, product performance and brand sentiment among the issues affecting its North American business.

The company expects Canadian revenue to weaken further during the third quarter, performing below a North American business that is forecast to decline in the mid-teens.

Against that backdrop, productivity at existing stores is taking on greater importance. Recent investments in Montreal and Vancouver, alongside the wider assortment and merchandising tests, show where lululemon is directing some of its attention as net expansion becomes more selective.

Lululemon has been making changes to its digital experience, including its homepage, category pages and product-detail pages, as it works to improve product discovery and conversion online.

Both channels are facing pressure. Store-channel revenue and digital revenue each declined 6% during the second quarter, increasing the importance of improving how shoppers find and evaluate products across the business.

Store Strategy Will Be Part of Broader Review

The retail changes are already underway as Heidi O’Neill prepares to become lululemon’s Chief Executive Officer on September 8. O’Neill joins following a 27-year career at Nike that included senior responsibilities across consumer strategy, product, brand and marketplace development. Lululemon has said she will conduct a deep review of the company’s strategy and the action plan currently being implemented.

She will inherit a store network already undergoing changes. Net expansion is slowing, the number of pop-ups is being reduced, existing stores continue to receive investment, and the assortment inside stores is becoming more curated.

Recent investments in Montreal and Vancouver demonstrate that physical retail remains important to lululemon even as sales weaken in its home market. The company’s current direction puts greater emphasis on the productivity, assortment and presentation of individual locations as it becomes more selective about adding stores.

More from Retail Insider:

Jollibee marks 10 years in Canada with promotional campaign and plans for 26 more restaurants

By
Mario Toneguzzi
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Jollibee is marking its 10th anniversary in Canada with a 10-week promotional campaign while planning to add 26 more restaurants through franchise partnerships in Alberta and British Columbia.

The Filipino fast-food chain, which opened its first Canadian restaurant in Winnipeg in December 2016, now has 28 locations across five provinces. The company says its next phase of Canadian growth will be driven by multi-unit franchise development agreements in the two western provinces.

Jollibee will launch its 10-Week “Jolly Deals” Countdown on Sept. 7, with the national campaign running through the end of the year. The company says the campaign will feature weekly offers, bonus Jollibee Rewards points, limited-edition merchandise, a nationwide sweepstakes and community giving.

The first four promotions will run between Sept. 7 and Oct. 11.

(L-R) Reden Espina, Restaurant Manager; Mark Carney, Prime Minister of Canada; the iconic Jollibee Mascot; Ferdinand Marcos Jr., President of the Republic of the Philippines; Jeffery Santos, Restaurant General Manager; and Jose Anthony Delos Santos, Restaurant General Manager, pose at the counter with the downtown Vancouver Jollibee crew. (Jollibee Photo)

The 10th Anniversary Kickoff Deal will run from Sept. 7 to Oct. 15, offering Rewards members $10 off their next order when they spend $30. A “Pay with Joy” promotion is scheduled for the week of Sept. 21, with selected customers who participate in challenges receiving free meals.

Beginning Sept. 28, Rewards members will be able to purchase a limited-edition Jollibee mascot glass tumbler for $25 with an eligible dine-in or takeout purchase.

From Oct. 5 to 11, customers placing catering orders of $300 or more will receive a $25 coupon toward a subsequent catering order.

Jollibee will also offer two “Perfect 10” deals throughout September: a two-piece Jolly Crispy Chicken Meal for $10 and a 10-piece Jolly Crispy Chicken Bucket for $35.

The company plans to announce the remaining six promotions in mid-October. Those offers are expected to include a chicken-bucket fundraiser benefiting Make-A-Wish Canada, a nationwide Rewards sweepstakes and an anniversary merchandise release.

Marking Jollibee’s sauciest collab yet, the new Korean BBQ Chicken Sandwich and Fried Chicken is only available for a limited time.

“Celebrating 10 years in Canada is an incredible and humbling milestone for our brand,” said Beth Dela Cruz, president, Jollibee North America. “Since opening our doors in Winnipeg in 2016, Canadians from coast to coast have welcomed Jollibee into their communities and made us a part of their family traditions. Our Jolly Deals Countdown is our way of showing our gratitude to our passionate fans, with extra value and joyful surprises for the guests who have been part of our journey over the past decade.”

The anniversary comes as the company prepares for further expansion in Canada. Jollibee says the planned franchise agreements in Alberta and British Columbia represent a committed pipeline of 26 additional restaurants.

The company says the additional locations will expand its Canadian presence and bring its menu, including Jolly Crispy Chicken, Chicken Sandwiches, Peach Mango Pie and Jolly Spaghetti, to more communities.

Jollibee Foods Corp., which owns the Jollibee brand, operates a portfolio of 20 brands with more than 10,700 stores and cafés across 33 countries.

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Massive T&T Supermarket to open in former Bay space at CF Markville

By
Mario Toneguzzi
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T&T rendering
T&T rendering

T&T Supermarket, Canada’s largest Asian grocery retailer, says it is expanding its Ontario footprint with a new 68,000-square-foot store at CF Markville, located at 5000 Hwy 7 in Markham.

Situated on the lower level in the former Hudson’s Bay space, it will become the largest Asian grocery store in Markham, said the company.

The new T&T at CF Markville will mark the relocation and expansion of T&T’s current Unionville store, with the transition planned for 2028. This move will allow T&T to grow from its current 50,000 square feet at Unionville to the 68,000 square feet at CF Markville. Customers can look forward to all of T&T’s signature offerings, including fresh fruits and vegetables, popular prepared foods, an in-store bakery, and an Asian beauty section, added the company.

Tina Lee
Tina Lee
Sal Iacono
Sal Iacono

“Markham has been a key part of T&T’s story, and we see tremendous opportunity to continue investing in this community,” said Tina Lee, CEO of T&T Supermarket. “Unionville has been a wonderful home for us for the past 14 years, and we are proud of everything we have built together with our colleagues and customers. As our customers’ needs continue to grow, this bigger store at CF Markville will strengthen our presence in the market, create an even better experience for our customers, and bring more jobs to the local community.”

“We’re incredibly proud to continue our partnership with T&T as they expand their presence in Canada,” said Sal Iacono, President & CEO, Cadillac Fairview. “Welcoming the largest Asian grocery store in Markham to CF Markville is a major milestone for our centre and we’re so excited to see the energy this new destination will bring to our guests and community.”

CF Markville will be T&T’s 18th location in Ontario, and it also marks the fourth partnership with Cadillac Fairview, following CF Fairview Mall, CF Sherway Gardens in Etobicoke, and CF Polo Park in Winnipeg.

This year, T&T said continues to expand across Canada, with a new store at RioCan Empress in North York and another location in Gilmore, British Columbia.

T&T rendering
T&T rendering

T&T Supermarket is Canada’s largest Asian grocery retailer, operating more than 40 stores across British Columbia, Alberta, Manitoba, Ontario, Quebec, Washington, and California. Founded in Vancouver in 1993, T&T is led by second-generation successor and CEO Tina Lee. The company is headquartered in Richmond, British Columbia. T&T Supermarket is owned by Loblaw Companies Limited, Canada’s largest food retailer. Loblaw acquired T&T in 2009, and T&T has operated as a subsidiary ever since.

Cadillac Fairview (CF) is one of the largest owners, operators, investors and developers of best-in-class office, retail, multi-family residential, industrial and mixed-use properties in North America. Wholly owned by the Ontario Teachers’ Pension Plan, with assets under management of $26 billion, CF manages a portfolio of landmark properties across Canada.

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Canada loses 42,000 jobs in August: Statistics Canada

By
Mario Toneguzzi
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Ahnaf Piash photo
Ahnaf Piash photo

Employment declined by 42,000 (-0.2%) in August and the employment rate fell 0.1 percentage points to 60.8%. The unemployment rate was unchanged at 6.4%, according to a report released Friday by Statistics Canada.

Employment fell among youth aged 15 to 24 (-19,000; -0.7%) and edged down (-16,000; -0.1%) among people in the core-age (25 to 54 years old), said the federal agency.

While the overall unemployment rate was unchanged in August, it increased among core-aged men (+0.2 percentage points to 6.0%) and fell for core-aged women (-0.2 percentage points to 5.0%). The unemployment rate was little changed for youth (12.9%) and people aged 55 and older (5.1%), it added.

“Employment declined in business, building and other support services (-20,000; -2.8%), public administration (-8,800; -0.7%), natural resources (-7,700; -2.3%) and utilities (-5,600; -3.5%), while it increased in manufacturing (+22,000; +1.2%),” explained Statistics Canada.

The August decrease follows a cumulative increase of 181,000 (+0.9%) from April to July. On a year-over-year basis, employment was up by 217,000 (+1.0%) in August, it said.

The employment rate—the proportion of the population aged 15 and older who are employed—decreased by 0.1 percentage points to 60.8% in August. The employment rate in August was on par with the rate recorded at the start of the year, and up 0.3 percentage points compared with August 2025.

Manufacturing (+22,000; +1.2%) was the only sector to record a significant increase in employment in August, with most of that increase (+14,000; +1.7%) in Ontario. On a year-over-year basis, employment in this sector was little changed, as the increase in August offset decreases earlier in the year.

Over the 12 months to August, employment growth was concentrated in health care and social assistance (+129,000; +4.5%), information, culture and recreation (+49,000; +5.9%) and transportation and warehousing (+47,000; +4.4%). On the other hand, wholesale and retail trade (-55,000; -1.8%) recorded the largest decline across industries over the same period.

Aditya Obera photo
Aditya Obera photo

The number of public sector employees fell in August (-20,000; -0.4%), down for the third consecutive month. Since May, the number of public sector employees has declined by 78,000 (-1.7%) and was little changed in August compared with a year earlier.

Employment was little changed among private sector employees in August but was up by 156,000 (+1.1%) year over year. Similarly, self-employment was little changed in August compared with the previous month but increased by 80,000 (+3.0%) compared with 12 months earlier, noted Statistics Canada.

It said the unchanged unemployment rate follows three consecutive monthly declines in May, June and July totalling 0.5 percentage points.

“Among the 1.5 million people who were unemployed in August, 24.0% were in long-term unemployment, meaning they had been continuously searching for work for 27 weeks or more. This proportion was similar to that of August 2025 (23.0%) and remained above the pre-COVID-19 pandemic average of 17.1% recorded from 2017 to 2019,” it explained.

“The layoff rate was 0.8% in August, slightly below the rate of 1.0% observed 12 months earlier and similar to the average layoff rate (0.9%) observed for the corresponding months from 2017 to 2019 (not seasonally adjusted). The layoff rate refers to the proportion of people who became unemployed due to a layoff between July and August.”


Unemployment rate by province and territory, August 2026

Thumbnail for map 1: Unemployment rate by province and territory, August 2026
Andrew Grantham
Andrew Grantham
Douglas Porter
Douglas Porter
Andrew Hencic
Andrew Hencic

Andrew Grantham, Senior Economist, CIBC Capital Markets, said the Canadian labour market cooled down in August, giving back more than half of the jobs gained during the extremely hot July.

“Looking through the monthly volatility, the 3, 6 and 12 month averages for employment growth were all hovering around 20K in August, which is slightly above the pace of population growth and consistent with the gradual improvement in the unemployment rate that we have seen. However, today’s print seems to tally with other evidence (exports, monthly GDP) that the economy is slowing again in Q3 following a strong second quarter and, with heightened uncertainty regarding US trade, we continue to think that the Bank of Canada will remain on hold even after policymakers expressed greater concern over the inflation outlook earlier this week.”

Doug Porter, Chief Economist, BMO Capital Markets, said: “After a run of surprisingly hearty job results, it seemed Canada was almost due for a reality check. So while this is no doubt a soft report, it’s far from a shock, and in part reflects the ongoing sag in the labour force population. Meantime, sturdy hours worked are a silver lining, and overall employment is still up 1.0% y/y. Still, the August cooldown in employment and average wages will reinforce the Bank of Canada’s holding pattern, and should calm some of the extreme rate-hike pricing in the market (though the big US payrolls number is acting as a heavy offset on that front).”

Andrew Hencic, Director & Senior Economist, TD Economics, said: “After a string of solid labour market reports August showed some give-back. Although disappointing, given the noisy nature of the data a step backwards is not a major surprise after a string of hot reports. The important thing to take away here is that the unemployment rate remained unchanged on the month and is still 0.7 percentage points below last year’s print. 

“The labour market has made material improvements over the past year. Unfortunately, trade uncertainty is the focus as new U.S. tariffs took effect late last month and Canada’s counter-tariffs are set to go into effect next week. The prospect of further escalation is hard to dismiss and firmly represents downside risk to the outlook. For the time being, a 6.4% unemployment rate reflects excess supply in the labour market, and we continue to expect the Bank of Canada to remain on hold.” 

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Pilgrim Plans Canadian Expansion After Oshawa Store Opening

By
Craig Patterson
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Oshawa Centre. Image: Pilgrim

Pilgrim has opened its 11th Canadian store at Oshawa Centre, adding another Ontario location as the Scandinavian-Canadian jewelry brand prepares for several years of continued expansion across the country.

The new store opened July 24 and follows a series of openings that have taken Pilgrim from a predominantly Quebec retail presence into a larger network spanning Ontario and Quebec. Robert P. Hayes, CEO of Pilgrim North America, told Retail Insider that the company is currently planning for roughly three new stores a year over the next three years. The pace could increase if sales and financing allow.

Pilgrim has identified a larger list of markets it would eventually like to enter, but Hayes said the company is prepared to wait for the right real estate.

“We have our plan: three stores a year,” Hayes said. “It could be more. It all depends on my debt ratio and the appetite that we have.”

The expansion is also being shaped by what Pilgrim is seeing from Canadian consumers. Hayes said suburban stores are currently performing better than downtown locations within the company’s network, while Pilgrim is finding opportunities in communities where housing costs and household incomes may leave consumers with more room for discretionary spending.

ROBERT P. HAYES
ROBERT P. HAYES

Why Oshawa Made Sense

Hayes said Pilgrim had been studying population growth east of Toronto, including Oshawa, Bowmanville and surrounding communities. New housing and the arrival of younger families helped make Oshawa Centre attractive to the company.

“We’ve seen through the demographics that Bowmanville, Port Hope and that area are growing, with people being able to buy homes but still having enough money at the end of the day to spend on nice things,” Hayes said.

Durham Region has continued to add population. The region was estimated to have approximately 793,800 residents at the end of 2025, with Oshawa at approximately 196,850. Household counts across Durham have also increased since 2021.

Hayes said Pilgrim looks beyond population numbers when considering a new market. The company also studies household incomes and living costs, particularly given that jewelry is a discretionary purchase.

“When a house is reasonably priced and they make a good salary, then there’s money at the end of the month they can put away for savings, but they also want to splurge on things for themselves,” he said.

Oshawa Centre itself has also been changing. The approximately 260-store shopping centre includes Zara, Uniqlo, Aritzia, lululemon, Sephora, H&M, Nespresso, Swarovski and other national and international retailers. Primaris REIT acquired full ownership of Oshawa Centre in 2025 and estimated approximately $242 million in total CRU sales volume at the property at the time of the transaction.

Hayes said Pilgrim had been watching the mall and wanted a particular position within it. The new boutique is near Zara, Nespresso and H&M.

Suburban Stores Gain Ground

The Oshawa opening follows Pilgrim’s February 2026 opening at CF Masonville Place in London, Ontario. Hayes previously described London as an important test of Pilgrim’s appeal in an Ontario market without the level of tourist traffic found at CF Toronto Eaton Centre and CF Rideau Centre.

“We perform better in suburban stores than in downtown stores,” Hayes said.

That performance is influencing Pilgrim’s real estate decisions, although Hayes continues to see a role for urban stores that can introduce the brand to customers who may be less likely to shop in traditional malls.

The economics of each store remain important because Pilgrim doesn’t have the scale of the largest international jewelry chains. Hayes said bigger competitors can commit to large numbers of locations and absorb uneven performance across a network. Pilgrim has to be more selective about individual sites.

“I’m a smaller distributor,” he said. “Sometimes I have to ask: Is it the right location? Is it the right price? And is there an appetite?”

Oshawa Centre. Image: Pilgrim

Waiting for the Right Real Estate

Hayes regularly walks shopping centres and identifies spaces that interest him, sometimes years before they become available. Pilgrim keeps track of those locations and lease expiries and stays in contact with landlords. When a space becomes available, the company may already have been watching it for some time.

“We wanted to be in front of Zara, near the Nespresso and the H&M,” Hayes said of Oshawa Centre.

Store size, rent, traffic flow, neighbouring tenants and expected sales all factor into the decision. Hayes said Pilgrim’s current financial capacity supports approximately three openings annually. Faster growth is possible, but it would also require the people and resources to open, market and operate the additional stores properly.

Pilgrim is evaluating opportunities beyond its existing Ontario and Quebec store base, including markets in Western and Atlantic Canada. The company currently has no standalone stores in Western Canada.

A National Footprint Beyond 11 Stores

Pilgrim already reaches considerably farther across Canada through wholesale.

Hayes said the brand is available through more than 550 retail doors across the country, ranging from independent boutiques carrying smaller assortments to larger wholesale accounts and shop-in-shops.

Wholesale has recently been particularly strong. Hayes said Pilgrim’s orders at a recent Toronto trade show were 56 per cent higher than at the comparable event a year earlier. The wholesale business had already been running approximately 32 per cent ahead season-to-date before the show.

The orders were for the Christmas selling period, including October, November and December deliveries. Hayes said retailers had been more cautious in recent years, waiting longer and placing smaller orders, while the latest show suggested some buyers were becoming more comfortable committing to inventory earlier.

Pilgrim’s growing brand awareness may be contributing to the results, although Hayes said he also noticed stronger activity among other exhibitors and buyers at the show.

Wholesale gives Pilgrim another way to establish a larger presence in markets where the company isn’t likely to open a corporate store. In selected independent retailers, Pilgrim is developing branded shop-in-shops that typically occupy about 200 to 300 square feet, with a wall display and table.

“If I’m in a smaller rural area, I’m never going to open a store, but I still have a lot of loyal customers,” Hayes said.

Some of the shop-in-shops generate substantial sales despite their small footprint, he added. The format gives Pilgrim a larger assortment and more visible brand presentation inside an existing retailer without taking on a separate store lease.

Oshawa Centre. Image: Pilgrim

Piercing Becomes a Bigger Part of the Store

Professional needle piercing has become a growing part of Pilgrim’s Canadian business.

All 11 stores offer piercing with certified piercers. Five locations currently have dedicated piercing studios, and Hayes said the company plans to expand the studio format across the network. At some stores, piercing now represents approximately 15 per cent of business.

Hayes said stores with dedicated studios have generally seen stronger piercing activity. At Royalmount in Montreal, customers are booking appointments and travelling to Pilgrim specifically for the service even when overall traffic at the shopping centre is relatively light.

“The ones that have the studio, that’s where we see the increase,” he said. “At Royalmount, as an example, even though there’s not a lot of traffic, people are booking the appointments and coming for the piercing, so it’s like us driving our own traffic.”

The service gives customers another reason to visit a store when the jewelry itself can also be purchased online. Hayes said Pilgrim sees mothers and daughters coming in together, along with friends and groups booking appointments.

Pilgrim requires its piercers to complete training that includes CPR and blood-borne pathogen education, according to Hayes. The company uses needle piercing and has been adding dedicated spaces for the service as stores are opened or renovated.

Consumers Are Watching Their Spending

While Pilgrim continues to add stores, Hayes said its own retail business is currently relatively flat after stronger growth in previous periods. Wholesale has recently been performing better.

He is seeing particular pressure among younger customers. Gen Z shoppers remain interested in the brand, Hayes said, but they are being more careful with discretionary purchases. Conversion has held up better than basket size, suggesting customers are still buying but spending less when they do.

“They’re really thinking about every dollar that they spend,” he said.

Hayes believes housing and living costs are contributing to the change. Pilgrim’s own data show stronger spending in some markets where customers have solid incomes and more manageable housing costs, he said.

Those differences are becoming increasingly important when Pilgrim assesses new markets. Oshawa is one example of a location where the company believes population growth and household economics support another store.

Pilgrim at CF Carrefour Laval (Image: Pilgrim)

Stores, Wholesale and Digital Growth

E-commerce continues to grow as well. Pilgrim recently began using Shopify Collective to support drop-shipping with wholesale partners, according to Hayes.

The company is also working to connect its loyalty program more closely with stores, including technology that can help staff identify existing members and available offers earlier in a customer’s visit.

Pilgrim now reaches Canadian customers through its own boutiques, independent retailers, shop-in-shops and online. Piercing is becoming another important part of the store business as dedicated studios are added across the network.

For Hayes, adding corporate stores remains a measured process. Pilgrim has room to expand beyond its current Ontario and Quebec footprint, but the company is prepared to wait for individual markets and spaces that meet its requirements.

“It’s strategic opportunity based on our research and the locations that we would really want in terms of flow within the malls,” Hayes said.

Pilgrim’s current plan calls for roughly three new stores annually over the next three years, alongside continued expansion of its wholesale and shop-in-shop business.

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Typical expanding its reach and its stretchable towel product

By
Mario Toneguzzi
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Typical photo
Typical photo

Earlier this year, Typical, co-founded by Lyndon Cormack, launched its first line of towels, integrating two per cent spandex into conventional cotton to improve flexibility and comfort. 

The  startup developed a stretchable towel product it says addresses an overlooked segment in the home goods market, signalling an expansion strategy that combines design innovation with targeted retail distribution.

It’s been an eventful year for the brand. Typical won the esteemed Red Dot Design Award in the product category, where judges hailed the product as, “Finally, a towel that stays in place when worn!”, and it was recognized by Oprah Daily with a Bath O-Ward as their Most Innovative Towel.

It is now launching its second collection of bath towels followed by its newest product, The Typical Hair Towel, in early November. On the retail side, Typical has been enjoying early expansion and is now selling through The Knot, Anthropologie, and Nordstrom, while building out corporate gifting and hospitality channels alongside its DTC business.

Lyndon Cormack
Lyndon Cormack
Typical photo
Typical photo

In an interview with Retail Insider, Cormack spoke about the company’s growth and plans.

Question: Typical has expanded into retailers including The Knot, Anthropologie, and Nordstrom. What factors made those partnerships possible, and what does your retail expansion strategy look like going forward?

Answer: When you build something genuinely new in a category that has not changed in a long time, people notice. Retailers like these are in the business of finding fresh ideas for their customers, and they place those ideas next to brands that are world-class at what they do. Sitting on a shelf beside a brand like that is the best introduction we could ask for.

I have to remind myself that we only launched in February, so we are about six months in. Being in these kinds of places at this stage tells us the product is doing the work.

Going forward we are being deliberate about who we add. We would rather be in the right doors than in a lot of doors. We have some incredible partners already, and the job now is to grow with them rather than just add names to a list.

Q: Winning the Red Dot Design Award and an Oprah Daily Bath O-Ward has brought significant recognition. How have those accolades influenced consumer demand and retailer interest?

A: It’s an honour to win both, and it validates the work on two fronts. Internally, it tells our team that people outside the building love what we are making, which matters more than you would think when you are still small. Externally, it’s the authorities in this space saying we have done something innovative and that they want to see the category change.

For the consumer, it closes a gap. Any new brand is a little bit suspect at first. There is always that moment of “is this actually worth it?” We do exactly the same thing ourselves with products we haven’t tried yet. When the recommendation comes from a source people already trust, that hesitation goes away, and we’re seeing it convert.

Typical photo
Typical photo

Q: You’re launching a second bath towel collection and a new hair towel in November. How do these products fit into your broader product innovation roadmap?

A: The September collection builds directly on what we’ve learned so far. We took the data and the consumer interest from the first collection and expanded into the spaces where people told us they wanted us.

The hair towel is a product I’m really excited about. The stretch technology translates really well into that category, arguably better than it does into bath. Everyone who has tried the original prototype loves it, and that is usually the signal we look for. When people start asking where they can buy one before you have even finalized the price, you know you’re onto something.

Q: Beyond direct-to-consumer sales, you’re growing your corporate gifting and hospitality businesses. How important are those channels to Typical’s long-term growth, and what opportunities do you see there?

A: Hospitality is a discovery channel. A guest at a spa, a hotel or a rental has a short window with the product, and if they like it they turn it over and look at the label. That’s a very efficient introduction, and plenty of great brands have grown that way.

It also solves something real for the operator. These properties are often competing with a near-identical property next door, so the question becomes how do you actually feel different. Putting a genuinely different product in the room is one answer, particularly at the premium and curated end of that market.

Corporate gifting works on the same logic. You want the person opening the box to love it. An award-winning product in a category nobody expects to be interesting does that. It becomes a “try this, I think you will love it” gift rather than another branded object that ends up in a drawer.

Typical photo
Typical photo

Q: Looking ahead to 2027 and beyond, what is your vision for Typical’s retail footprint, and are there additional product categories or international markets you’re planning to pursue?

A: We’re currently focused on the US and Canada. The plan is to layer in retailers who are special and who serve their customers extremely well, rather than chase distribution for its own sake.

New categories are always of interest. The hair towel is the immediate one, and part of executing that properly is finding the best-in-class beauty retailers who want to push the category alongside us.

With regard to international, we get a steady amount of inbound and we are working through what the right go-to-market looks like. For now, the focus is delivering our vision in North America and continuing to innovate on product. We’re six months in and it really does feel like we are just getting started.

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Typical photo
Typical photo
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