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Retail Insider’s Canadian Retail Monitor — August 2026 Edition: Demand Strengthens as Volumes Rise

Canadian retail activity strengthened in June, with purchasing volumes rising faster than headline sales and several major categories ending the second quarter with improving momentum. This August 2026 edition of the Canadian Retail Monitor reviews the latest retail-related data released in August, which primarily covers June because Statistics Canada publishes these figures on a delayed schedule.

Retail sales reached $74.3 billion in June, up 0.6% from May and 5.2% from a year earlier, according to Statistics Canada. More significantly for underlying consumer demand, retail sales volumes increased 1.5% from May and 2.1% year over year.

The results show a market that remains highly uneven. Health and personal care, apparel and general merchandise generated substantial real growth, while food retail continued to weaken. Higher gasoline prices contributed heavily to the increase in headline retail dollars even as fuel volumes declined.

Retail Insider’s analysis of the April-to-June period also shows momentum improving in several discretionary categories as the second quarter progressed.

Canadian Retail Dashboard

IndicatorJune 2026Change
Total retail sales$74.3 billion+0.6% MoM
Retail sales, year over year—+5.2%
Retail sales volume—+1.5% MoM
Retail volume, year over year—+2.1%
Core retail sales*$47.0 billion+1.2% MoM
Core retail, year over year—+3.9%
E-commerce sales$5.73 billion+9.9% MoM
E-commerce share of retail7.7%May: 7.1%
All-items CPI—+2.8% YoY
July advance retail estimate—-0.8% MoM

*Core retail excludes gasoline and fuel vendors and motor vehicle and parts dealers.

June capped a stronger second quarter. Retail sales increased 2.2% in Q2, while sales volumes rose 0.4%.

Real Retail Demand Strengthens

The gap between dollar sales and volumes is one of the most important signals in the June data.

Retail sales increased 0.6% from May, but volumes rose a much stronger 1.5%. That indicates the monthly improvement reflected greater purchasing activity rather than simply higher prices.

The year-over-year comparison is more mixed. Retail sales were 5.2% higher than in June 2025 while volumes increased 2.1%, leaving part of the headline growth attributable to prices.

Gasoline provides the clearest example. Sales at gasoline and fuel vendors were up 20.2% from a year earlier, while volumes fell 6.6%. Gasoline prices rose by a similar magnitude over the period.

The distinction matters commercially. Rising sales dollars do not necessarily indicate strengthening demand when prices are moving sharply higher.

What Drove Canada’s Retail Growth?

Canadian retail sales increased by approximately $3.7 billion between June 2025 and June 2026, with a relatively small number of categories accounting for much of the increase.

Retail categoryApprox. contribution to YoY retail growth
Gasoline and fuel+1.76 percentage points
General merchandise+1.39 pts
Health and personal care+1.13 pts
Motor vehicles and parts+1.00 pt
Sporting, hobby and miscellaneous+0.42 pts
Clothing-related retail+0.30 pts
Building materials and garden-0.22 pts
Food and beverage-0.25 pts
Furniture, home furnishings and electronics-0.29 pts

Gasoline accounted for a large share of nominal retail growth, but that contribution was overwhelmingly price-driven.

The picture changes considerably when volumes are examined. General merchandise and health and personal care were the largest contributors to real Canadian retail growth, while food and beverage retail and gasoline were the biggest drags.

That makes the underlying June story stronger than the headline sales figure alone suggests.

Retail Sector Pulse

Retail Insider maps Statistics Canada data to its own sector classifications to provide a consistent framework for the monthly Monitor and upcoming sector reports.

The RI classifications are analytical categories rather than official Statistics Canada definitions. Broader Statistics Canada industries are used as proxies where necessary.

Retail Insider SectorJune SignalKey Evidence
Health & BeautyStrongHealth/personal care sales +13.5%; volume +12.7%
Apparel & FashionImprovingClothing-related sales +5.4%; volume +6.6%
Department Stores & General MerchandiseAcceleratingSales +9.6%; volume +10.0%
GroceryContractingFood/beverage -1.3%; supermarket volume -4.5%
Home FurnishingsStabilizingAnnual weakness continues, but recent sequential trend improved
Electronics & AppliancesWeakSales -11.1%; volume -9.9%
Jewelry & WatchesStrongJewellery/luggage/leather sales +21.8%; volume +30.1%
Sporting Goods & OutdoorPositiveSporting/hobby/misc. sales +7.1%; volume +5.7%
AutomotivePositiveMotor vehicles/parts +3.7%; volume +3.2%
Convenience RetailPrice-drivenFuel spending surged while volumes declined
Food ServicePositiveFoodservice sales +6.0% YoY

The signals are intended to identify direction rather than mechanically rank sectors. The classifications can become more precise as additional monthly observations accumulate.

Health & Beauty Maintains Strong Momentum

Health and personal care remained one of the strongest areas of Canadian retail in June.

Sales increased 13.5% year over year, while volumes rose 12.7%. Average sales during April through June were approximately 3.5% higher than during January through March, with real volumes also strengthening.

The relatively small difference between sales and volume growth indicates that the increase was primarily demand-driven rather than inflation-driven.

Broader retailer reporting provides some supporting context. Target said wellness-related categories generated double-digit first-quarter growth after it expanded the assortment, although its predominantly U.S. results are contextual rather than a proxy for Canadian performance.

The Canadian evidence itself is strong enough to classify Health & Beauty as one of the country’s leading retail sectors entering the second half of 2026.

Apparel & Fashion Enters Summer With Improving Demand

Canadian apparel-related retail strengthened as the second quarter progressed.

Sales at clothing, clothing accessories, shoes, jewellery, luggage and leather goods retailers increased 5.4% from June 2025, while volumes were 6.6% higher. Average current-dollar sales during April through June were approximately 2.7% above the January-to-March average.

Retailer results during the period point in the same general direction. Gap Inc. reported a 2% company-wide comparable-sales increase in its latest quarter, including a 10% increase at Gap, 2% at Banana Republic and 1% at Old Navy. Management identified strength in areas including denim and activewear, while Athleta and some seasonal categories remained weaker.

Canada Goose also reported apparel leading growth in its latest completed fiscal quarter as it expanded its seasonal product offering, although that reporting period largely preceded June.

The evidence supports an Improving assessment rather than a uniformly strong one. Performance remains uneven by retailer and product category, but Canadian apparel entered summer with stronger real demand than earlier in the year.

Department Stores & General Merchandise Accelerates

General merchandise was one of June’s standout categories.

Sales increased 2.7% from May and 9.6% from a year earlier, while volumes rose 10.0% year over year. The close relationship between nominal and real growth indicates that the increase was overwhelmingly driven by purchasing activity.

The monthly strength came after a comparatively subdued earlier part of the quarter, making June look more like a late-Q2 acceleration than a continuation of uniformly strong growth.

Canadian retailer evidence also points to strength in value-oriented formats. Dollarama reported 5.6% Canadian same-store sales growth in its latest quarter, supported by both traffic and basket growth. Management said affordability and everyday value remained important to consumers.

Dollarama’s results cannot explain the Statistics Canada increase directly, but they provide evidence that the country’s Discount and Value segments were seeing strong consumer engagement during the broader period.

Grocery Remains Under Pressure

Food retail was one of the weakest parts of the Canadian retail market in June.

Food and beverage retailer sales declined 1.3% from a year earlier, while volumes fell 4.5%. Supermarkets and other grocery retailers excluding convenience stores recorded sales down 1.1% and volumes down 4.5%.

The weakness extends beyond a single month. Average food and beverage retail sales during April through June were approximately 1.3% below the January-to-March average, while real volumes were roughly 1.8% lower.

Food purchased from stores was also 3.9% more expensive than a year earlier. Canadians therefore spent slightly less at supermarkets despite higher prices, while the quantity purchased fell much more sharply.

Individual grocers are not necessarily following the national aggregate.

Empire Company reported food sales growth of 2.1% and same-store sales growth of 1.4% in its latest fiscal quarter. Management emphasized promotions, own brands, value-sized products and discount formats while noting continued pressure on household budgets.

Loblaw has similarly pointed to traffic and market-share gains supported by value positioning, particularly through hard-discount banners.

The contrast is commercially significant. Industry-wide grocery volumes can decline while individual retailers grow through market-share gains, store expansion, format mix and stronger execution.

Canada’s grocery environment therefore looks like weak aggregate volume demand combined with continuing competitive share shifts.

Home Retail Remains Weak, With Signs of Stabilization

Home-related retail remained below year-earlier levels in June.

Sales at furniture, home furnishings, electronics and appliance retailers declined 5.6% year over year, while volumes fell 4.2%. Electronics and appliances were particularly weak, with sales down 11.1% and volumes down 9.9%.

Furniture performed considerably better. Current-dollar sales were approximately flat year over year while volumes increased 2.8%.

Recent sequential data also suggest the broader category may be stabilizing. Average second-quarter real volumes for furniture, home furnishings, electronics and appliances were approximately 1.6% above the first-quarter average, even though current-dollar sales were essentially unchanged.

Company performance shows how much conditions differ within the sector. Williams-Sonoma reported a 4.8% comparable-sales increase in its latest quarter, with every major brand positive. Management said it gained market share while the broader home furnishings market declined in the low single digits and identified Canada among its stronger international markets.

Best Buy reported a different pattern. Overall comparable sales increased 2%, supported by computing, gaming, mobile phones and newer technology categories, while appliances remained pressured. Management linked appliance weakness partly to the stagnant housing market and a highly competitive retail environment.

The evidence points to a weak aggregate market with substantial differences between categories and retailers. Retail Insider therefore assesses Home Furnishings as Stabilizing and Electronics & Appliances as Weak.

Canadian Retail Momentum

The Sector Pulse describes where categories stand today. The momentum measure answers a different question: is their direction improving or deteriorating?

Retail Insider compares the average seasonally adjusted sales level during April through June with the preceding January-to-March period.

Category3-Month Sales MomentumJune YoY SalesJune YoY VolumeRI Assessment
Health & personal care+3.5%+13.5%+12.7%Strong
Clothing-related+2.7%+5.4%+6.6%Improving
Motor vehicles & parts+2.6%+3.7%+3.2%Positive
Total retail+2.2%+5.2%+2.1%Improving
Building materials & garden+1.2%-3.7%-5.8%Tentative improvement
Sporting/hobby/miscellaneous+0.7%+7.1%+5.7%Positive
General merchandise+0.4%+9.6%+10.0%Accelerating late in Q2
Furniture/home/electronics~0.0%-5.6%-4.2%Stabilizing
Food & beverage-1.3%-1.3%-4.5%Contracting
Gasoline & fuel+12.0%+20.2%-6.6%Price-driven

Health and personal care shows sustained strength, while apparel improved through Q2. General merchandise’s modest three-month figure masks a much stronger finish in June.

Home retail remains weak against last year but is showing less sequential deterioration. Food retail remains the clearest area of persistent weakness.

Gasoline again demonstrates why dollar growth must be separated from demand. Average gasoline and fuel sales increased sharply between the first and second quarters while real volumes declined.

Market Segment Signals

Statistics Canada does not separate retail activity into Luxury, Premium, Mid-Market, Value, Discount or Off-Price segments. Company reporting can provide supporting signals where Canadian evidence is strong enough.

The clearest signal this month is Value and Discount.

Dollarama’s 5.6% Canadian same-store sales increase was supported by both traffic and basket growth. Empire continues to expand discount-oriented formats, while Loblaw has highlighted hard discount as an important source of traffic and market-share growth.

The evidence does not establish that Canadian consumers are universally trading down. It does show that value positioning remains commercially important across several large retail businesses.

Toronto Pulls Ahead of Vancouver

Geographic performance diverged considerably in June.

MarketJune SalesMoMYoY
Canada$74.3B+0.6%+5.2%
Toronto$13.0B+3.9%+6.6%
Montréal$7.85B+1.0%+4.1%
Vancouver$5.01B-0.1%-0.2%

Toronto was the standout major metropolitan market, with sales increasing 3.9% from May and 6.6% from a year earlier. The result marked a sharp acceleration after a more uneven spring.

Montréal recorded moderate growth, with sales increasing 1.0% from May and 4.1% year over year.

Vancouver was considerably weaker. Sales edged down 0.1% from May and were 0.2% below June 2025 levels. Following a strong May increase, the result points to continued volatility rather than a steady downward trajectory.

Atlantic Canada Posts Strong Annual Growth

Several smaller markets recorded faster year-over-year growth than Canada’s largest provinces.

GeographyMoMYoY
Newfoundland and Labrador+1.2%+6.9%
Prince Edward Island+1.3%+10.6%
Nova Scotia+0.9%+8.0%
New Brunswick-0.7%+4.2%
Quebec+0.5%+4.5%
Ontario+1.6%+5.9%
Manitoba+0.7%+7.2%
Saskatchewan-0.3%+3.8%
Alberta-1.3%+7.4%
British Columbia+0.1%+1.7%
Yukon-2.8%+7.7%
Northwest Territories-0.4%-4.4%
Nunavut+1.5%+18.4%

Prince Edward Island, Nova Scotia, Alberta and Manitoba all posted relatively strong annual growth, although smaller population bases can produce greater volatility.

Ontario also outperformed the national growth rate, helped by Toronto’s strong June. British Columbia remained one of the weaker large provincial markets.

Channel Monitor: E-Commerce Rebounds Sharply

Canadian retail e-commerce sales increased 9.9% from May to $5.73 billion in June.

Online sales represented 7.7% of total retail trade, compared with a revised 7.1% share in May. E-commerce sales were 18.7% higher than a year earlier.

The June increase is notable, but one month is insufficient to determine whether Canadian retail has entered a new phase of digital share growth.

Historical e-commerce estimates can also be revised materially. Statistics Canada revised May e-commerce sales upward in its subsequent release, reinforcing the importance of using the latest available series.

For now, June is best viewed as a notable e-commerce rebound that warrants monitoring rather than evidence of a structural step-change.

Restaurant Spending Outpaces Food Retail

Canadian spending at restaurants and other foodservice businesses continued to outperform grocery retail in June.

Seasonally adjusted foodservice and drinking-place sales reached approximately $8.85 billion, up 0.5% from May and 6.0% from a year earlier. Full-service restaurant sales increased 6.7% year over year, while limited-service sales rose 6.1%.

Restaurant prices increased 2.7% over the same period, below the rate of foodservice sales growth.

At supermarkets, the pattern was very different. Sales declined 1.1% year over year and volumes fell 4.5%, while food purchased from stores was 3.9% more expensive.

June also coincided with FIFA World Cup activity in Toronto and Vancouver. Statistics Canada specifically referenced the tournament when discussing June conditions, making it relevant contextual evidence for the month. Drinking-place sales increased 2.7% from May to their highest level since January 2023.

The comparison does not establish that consumers directly shifted spending from grocery stores to restaurants. It does show that restaurant spending substantially outperformed grocery retail during June.

What Canadians Were Buying

Statistics Canada’s Retail Commodity Survey provides another view of consumer spending by tracking products sold rather than the industries selling them.

The latest available commodity figures cover May and are not seasonally adjusted, so they are best used as supporting evidence rather than compared directly with June retail-industry data.

Total retail commodity sales reached $79.9 billion in May, up 4.0% from a year earlier. Home health products increased 11.2%, sporting and leisure products rose 6.0%, infant care, personal and beauty products increased 4.2%, and food and beverages were up 3.1%.

Home furniture, furnishings, housewares, appliances and electronics declined 2.5%. Footwear fell 0.6%, hardware, tools, renovation and lawn-and-garden products declined 2.4%, and audio, video and game software sales were down 22.0%.

The commodity figures broadly reinforce the wider Monitor: health-related spending remains strong, sporting and leisure demand is positive, while several housing-related categories continue to face pressure.

Inflation Adds Context to Retail Performance

Canada’s all-items Consumer Price Index (CPI) increased 2.8% year over year in June, easing from 3.2% in May.

Consumer Price Index categoryJune YoY
All items+2.8%
Food+3.5%
Food purchased from stores+3.9%
Clothing & footwear+1.5%
Household operations/furnishings/equipment-0.2%
Health & personal care+2.5%
Gasoline+20.5%
Goods overall+3.5%
Services+2.2%

CPI categories and retail-industry categories cover different baskets and are not directly equivalent. They are nevertheless useful for determining whether sales growth appears primarily demand-driven or price-driven.

Health and personal care provides one of the clearest examples of real growth. Retail sales increased 13.5% and volumes 12.7%.

Gasoline presents the opposite case. Spending increased 20.2% while volumes declined 6.6%, alongside a 20.5% increase in gasoline prices.

What to Watch in July

Statistics Canada’s advance estimate suggests retail sales declined approximately 0.8% in July.

The estimate is preliminary and based on responses representing 56.5% of companies surveyed, well below the response rate for finalized monthly retail data. It should therefore be treated as directional.

The July results will help determine whether June’s late-quarter acceleration in general merchandise persisted, whether apparel maintained its improving momentum, whether Home Furnishings continued to stabilize and whether grocery volumes remained under pressure.

They will also show whether June’s sharp e-commerce rebound carried into the summer or proved temporary.

Retail Insider Takeaway

June ended the second quarter on a relatively encouraging note for Canadian retail.

Headline sales increased, but the stronger signal was the 1.5% monthly rise in sales volumes. General merchandise and health and personal care were the largest drivers of real retail growth, while apparel entered summer with improving momentum.

The market remains divided. Food retail volumes continued to contract, Electronics & Appliances remained weak, and gasoline generated substantial sales-dollar growth without corresponding demand growth.

Retailer evidence also shows why aggregate statistics require additional interpretation. Canadian grocers can gain share while overall grocery volumes fall. Selected home retailers can grow in a contracting market. Discount operators can attract stronger traffic even while consumers remain cautious about household spending.

For Retail Insider’s sector outlook, Health & Beauty remains Strong, Apparel & Fashion is Improving, Department Stores & General Merchandise accelerated into the end of Q2, Grocery remains under volume pressure, Home Furnishings shows tentative stabilization, and Electronics & Appliances remains challenged.

The preliminary July estimate suggests Canada’s retail environment remained uneven entering the second half of 2026.

Gather Packaging Pivots to Canada After 50% U.S. Tariff

High quality shopping bags from Gather Packaging/Luv2Pak

A Toronto packaging manufacturer compressed nearly three months of production into three weeks this summer as it raced to move Canadian-made shopping bags across the U.S. border before a new 50 per cent tariff threatened its largest market.

Gather Packaging, the Canadian manufacturing operation associated with longtime retail packaging supplier Progress Luv2Pak, shifted its Toronto-area factory into around-the-clock production after learning its paper shopping bags would be caught by the new U.S. tariff measures. The company contacted customers, brought in additional workers and accelerated orders already scheduled for the upcoming holiday season.

Its plant, which historically operated roughly 12-hour shifts five days a week, began running 24 hours a day, six or seven days a week.

“We ran about two and a half, three months worth of production in the span of three weeks,” said Ben Hertzman, whose family owns the business.

Gather managed to move affected U.S. customer shipments across the border by August 14. The production sprint was especially important given the company’s exposure to the American market: Hertzman told Retail Insider that more than 75 per cent of the plant’s production volume had been going to the United States.

The company now has to determine how much of that business can continue if the tariffs remain, and whether additional Canadian orders can help fill the resulting production capacity.

Ben Hertzman, President of Progress Luv2Pak and Gather Packaging

U.S. Market Drives Majority of Production

Gather built its Canadian factory several years ago to manufacture premium paper shopping bags domestically. As the operation grew, the United States became its largest market.

Hertzman said Canadian-made bags had been able to enter the U.S. duty- and tariff-free under USMCA. That helped Gather develop business with major retailers including Abercrombie & Fitch, Victoria’s Secret and Bath & Body Works.

Those companies have stores in Canada, but their much larger U.S. networks meant significant packaging requirements south of the border. Gather already had substantial holiday orders committed when it learned of the tariff threat, prompting the rush to accelerate production.

Hertzman said the 50 per cent tariff fundamentally changes the economics of selling the Canadian product into the United States.

“A Canadian product that falls on that list [is] really unsellable in the United States,” he said. “That fifty percent is just a price increase that they can’t accept.”

Future U.S. Orders Are the Bigger Concern

Gather has not suddenly lost three-quarters of its business. Customers are honouring existing commitments, and Hertzman said the company has a backlog extending at least several months.

The uncertainty comes when retailers begin placing subsequent quarterly and seasonal orders. American customers have told Gather that continuing the relationship becomes difficult if the tariff remains in place.

“If this doesn’t go away, it’ll be difficult for them to place the next order,” Hertzman said.

He said retailers may have longstanding relationships with Gather and want to continue buying from the company, but a 50 per cent tariff becomes difficult to justify when packaging can be sourced from other markets at a lower landed cost.

Because Gather pushed so much U.S.-bound product through its factory ahead of the tariff, it now has material on hand and available capacity that would otherwise have been occupied later in the year. The company is looking north to put some of that capacity to work.

Printing in the warehouse. Image: Gather Packaging

Gather Looks to Canadian Retailers

Gather has begun approaching Canadian retailers about moving some packaging production to its Toronto operation. Hertzman said the early response has been encouraging, although some retailers already have their holiday packaging committed.

In other cases, discussions are underway about future programs and getting Gather onto supplier lists.

The timing coincides with another significant change in the economics of the Canadian packaging market. Beginning September 8, Canada is set to apply a 50 per cent counter-tariff to U.S.-origin goods classified under tariff item 4819.40.00, covering certain paper sacks and bags.

The measure is part of a wider Canadian response to the latest U.S. trade actions. Paper bags in the same tariff category had previously been included in Canada’s 25 per cent counter-tariffs on U.S. goods introduced in March 2025, meaning the September measure raises the applicable counter-tariff to 50 per cent.

For retailers operating in Canada that source affected paper shopping bags from American factories, the change provides another reason to examine their supply arrangements.

Lee Moore, Director of Sales and Marketing with Progress Luv2Pak and Gather Packaging, said retailers with open orders for U.S.-made paper bags face a particularly immediate decision.

“For anyone who has open orders for U.S.-made paper bags, there is an urgency to replace those bags with a source that won’t have such an extreme tariff,” Moore said.

Gather believes its available Canadian production capacity could capture some of that business.

Hertzman is realistic about the difference in market size. The U.S. has roughly 350 million consumers compared with about 40 million in Canada, and paper bags are bulky enough that freight costs make distant export markets difficult to pursue economically.

If the tariff situation becomes prolonged, he said, the factory will increasingly focus on serving Canada.

“We’ve only scratched the surface on who we can speak to,” Hertzman said.

Retail Packaging Supply Chains Under Scrutiny

Canadian retailers source shopping bags from a mix of domestic and international manufacturers. Hertzman said the market includes retail chains, grocers and quick-service restaurants, each with different packaging requirements.

Many retailers and grocers have moved toward reusable totes, which he said are commonly manufactured in China or Vietnam. Paper bags can come from Canadian, American and other overseas factories.

The trade dispute is adding another variable to decisions that already involve price, transportation costs, lead times, inventory and product specifications.

Gather argues that domestic manufacturing can give retailers greater flexibility. Hertzman said retailers sourcing closer to home can respond more quickly to changes in demand, carry less inventory and make faster adjustments to artwork or seasonal programs.

He pointed to a recent order from a large U.S. retailer that was facing an imminent bag shortage while other supply was still moving through its supply chain. The retailer asked Gather how quickly it could respond.

Gather rearranged its production schedule and began deliveries within approximately one week, Hertzman said. An order of that type would normally take one or two months.

The example illustrates one of the advantages Gather is emphasizing as retailers reconsider where they source operational supplies: the ability to respond quickly when inventory requirements change.

Gather Packaging facility north of Toronto. Image: Gather Packaging

“Made in Canada” Enters the Packaging Conversation

Gather also sees an opportunity in the renewed consumer attention being paid to Canadian-made products.

Hertzman describes a branded shopping bag as a highly visible form of retail marketing. Customers carry bags through malls, along streets and onto public transit after leaving a store, extending the retailer’s branding beyond the point of sale.

Gather is proposing that Canadian retailers take the idea further by identifying their bags as Canadian-made. The company uses Canadian paper and says it sources Canadian boxes, ink and glue wherever possible.

For Hertzman, that creates an opportunity for retailers already emphasizing their Canadian identity to carry the message through to their packaging.

A Long History With Canadian Retail

Progress Luv2Pak has worked with Canadian retailers for decades, including on one of the country’s most recognizable retail packaging programs.

Hertzman and Moore told Retail Insider that the company was involved when Holt Renfrew adopted its now-familiar magenta shopping bags in about 2004. Magenta was selected instead and eventually became closely associated with Holt Renfrew’s visual identity. The story illustrates the role packaging can play in creating a recognizable retail brand.

At Gather’s current operation, bags are engineered for appearance and performance. Hertzman said products undergo testing for weight, handle strength and repeated movement.

One test involves loading a bag with 20 pounds and hanging it for 48 hours. The same loaded bag can then be placed on equipment designed to simulate 3,900 movements associated with someone walking while carrying it.

Hertzman said Gather competes with a small number of Canadian manufacturers as well as higher-end packaging factories in Europe and Asia, particularly for retailers requiring more sophisticated printing and specifications.

Tariffs Test a Canadian Manufacturing Strategy

The current situation creates an unusual challenge for a company that invested in rebuilding domestic production capacity.

Gather successfully established Canadian manufacturing and found substantial demand for its product across the border, with more than three-quarters of its plant volume eventually flowing into the U.S. The tariff has abruptly weakened the economics of that market, while Canada’s response could make domestic production comparatively more attractive to retailers here.

Redirecting exports to another country is difficult. Hertzman said paper bags are bulky products for which transportation represents a meaningful part of the cost, making distant markets such as Europe impractical alternatives for the Toronto factory.

Gather is therefore trying to expand its Canadian customer base while waiting to see whether the trade relationship with the United States improves.

Hertzman said uncertainty is something the company has learned to manage over its long history.

“When there’s challenge and uncertainty, I just focus on what I can control,” he said. “I’m a firm believer that the businesses that succeed in volatile and uncertain times are the ones that are the most nimble, the ones that are the most adaptive, the ones that can react the quickest.”

His family has operated the business for approximately 45 years, while the company itself traces its history back more than a century.

Hertzman pointed to recessions, strikes, COVID-19 and other disruptions the company has encountered over the decades as evidence that its strategy has repeatedly had to change.

“We’re resilient, and we’re adaptable, and we will figure it out,” he said. “Your success is not defined by the problem. It’s how you respond to it.”

That response is increasingly focused on Canada. A Toronto factory that spent several frantic weeks producing bags destined for American retailers now has material, manufacturing capacity and a reason to pursue considerably more business at home.

Whether Canadian retailers move to fill some of that capacity could determine how successfully Gather navigates the next phase of the Canada-U.S. trade dispute.

More from Retail Insider:

Canadian puzzle brand Villager Puzzles builds business around women artists and retail growth

Villager Puzzles photo
Villager Puzzles photo

Villager Puzzles, a bootstrapped, women-founded Canadian puzzle company, is experiencing impressive retail growth. The brand has sold more than 200,000 puzzles since launch and is now available in over 800 retail locations nationwide, recently adding Simons to its retail network across all locations. 

Villager Puzzles collaborates with Canadian women artists, who receive uncapped royalties from every puzzle sold. Some artists have earned between $10,000 and $28,000 over the past year.

Founder & CEO Kelly Strimer, who describes herself as a “Puzzle Snob,” spoke to Retail Insider about the retail concept. 

Question: What has driven Villager Puzzles’ growth from its launch to more than 800 retail locations across Canada, and what does the addition of Simons mean for the company?

Answer: The idea for Villager Puzzles started with my love of puzzles. I found them to be such a great way to relax, but I never really loved the artwork. I saw an opportunity to bring beautiful artwork from Canadian women artists and create puzzles people would be proud to give as a gift, display on their coffee table and, of course, put together.

From the beginning, we’ve focused on three things: great art, strong storytelling and a really high-quality puzzle. Every puzzle introduces customers to an artist. That artist connection has become a big part of what makes Villager different.

When I launched the company, I didn’t have a marketing budget, so I turned to social media to get feedback, share the journey and connect with people who believed in what we were building. That’s where I found our “village” — puzzle lovers, artists and independent retailers — and that community has been one of the biggest drivers of our growth.

It also shaped our retail strategy. We’ve intentionally built relationships with specialty Canadian retailers that share our values around supporting women artists, Canadian businesses and shopping local. That focus has helped us grow to more than 800 retail locations across Canada.

Having Simons join that community is an exciting milestone. They have a strong Canadian identity and a reputation for discovering interesting brands, so it feels like a natural extension of the strategy we’ve built from the beginning. It’s also a meaningful endorsement of what we’ve created and an opportunity to introduce Villager and our artists to an even broader Canadian audience.

Q: How has the company’s bootstrapped, women-founded model influenced the way you have approached growth, product development and retail expansion?

A: I think being bootstrapped and women-founded has shaped Villager pretty fundamentally. We’ve had to be very financially disciplined because every dollar we spend comes from the business itself. Everything we’ve built has been funded by sales and reinvested back into the company, and I’m really proud of that. When we appeared on Dragons’ Den, I know a lot of people assumed we accepted the deal, but behind the scenes, we decided to go it alone. No Dragon required—yet!

Villager is also a community brand, and one of our core values is shared success. That’s especially evident in how we work with our artists. We pay royalties on every puzzle sold because if an artist’s work succeeds as a puzzle, we believe she should share in that success. Honestly, one of my favourite days every quarter is royalty day. I love seeing those numbers and knowing we’re helping artists grow their own businesses.

Being women-founded has also influenced how we build relationships—with artists, retailers and customers. We’re collaborative and relationship-driven. We want our retailers to feel like partners, our artists to feel supported, and our customers to feel part of something bigger than simply buying a puzzle.

For me, growth isn’t about growing as quickly as possible. It’s about building something that lasts: a profitable, financially healthy company that continues creating opportunities for the people in our community. That’s what success looks like to me.

Kelly Strimer on Dragons' Den
Kelly Strimer on Dragons’ Den

Q: What are you seeing in terms of consumer demand for puzzles and other leisure products, and who is the Villager Puzzles customer today?

A: I think we’re seeing an interesting shift in the way people are thinking about leisure time. There’s a growing appetite for activities that allow us to step away from screens and actually be present—whether that’s through puzzles, crafts, reading, gardening or other hobbies. There’s something appealing about doing something with your hands and having a tangible sense of accomplishment at the end of it.

Puzzles sit at this intersection of mindfulness, creativity, wellness and connection. You can do one on your own as a way to unwind, but you can also bring one out when friends or family are visiting, or give it as a gift. And I think there’s also a bit of nostalgia involved. People remember doing puzzles growing up, but today’s puzzle customer is looking for something that feels much more design-forward and reflective of who they are.

That’s really where Villager fits. Our customer is someone who cares about beautiful things and loves the story behind what they’re buying. They’re drawn to the artwork, but they also care about the quality of the puzzle and the experience of completing it. And because our puzzles feature artwork from Canadian women artists, there’s an added opportunity for customers to discover and support an artist while they’re enjoying the puzzle.

What I love most is that there really isn’t one “puzzle person.” Our customers span generations and life stages. We have people buying puzzles for quiet evenings at home, families doing them together, friends bringing them on vacation, and people looking for a thoughtful gift. There’s also a real desire to support Canadian and women-owned businesses, so I think our customers are often buying into the story and values behind Villager as much as they’re buying the puzzle itself.

Q: How does the royalty model for the women artists you work with function, and what impact have earnings of $10,000 to $28,000 had on the artists and the company’s ability to attract new creators?

A: Our royalty model is pretty simple: our artists receive an uncapped royalty on the selling price of every puzzle featuring their artwork. So as a puzzle sells, the artist directly participates in that success — there’s no cap on what they can earn.

That’s something that was really important to me when I started Villager Puzzles. I didn’t want the artists to simply be paid a one-time fee for their artwork and then watch someone else benefit from its success. 

I remember at the end of last year, I wrote a $10,000 quarterly royalty cheque to one of our artists for the first time. She had just had a baby, and knowing that this income was arriving at such an important moment in her life was incredibly meaningful to me. It really brought home what this model can mean — not just as an extra cheque, but as recurring income that can make a tangible difference in an artist’s life.

Q: With more than 200,000 puzzles sold and a presence in more than 800 stores, what are your growth plans for Villager Puzzles over the next few years?

A: I think the next stage of growth for Villager is going to be thoughtful expansion — continuing to build on the things that have gotten us here: incredible Canadian women artists, high-quality products, great storytelling and a strong specialty retail community.

We’ll continue bringing more artists into the Villager community and expanding our holiday collection, but we’re also starting to explore new puzzle formats and products. This year, for example, we’re launching an advent calendar for the first time. Longer term, I see an opportunity to take the relationships we’ve built with artists and our customers and expand into other creative hobbies — things like paint-by-number or craft kits.

A big part of how we’ll make those decisions is by listening to our “village.” We want our community to have a voice in what we create — whether that’s the art, the artists we work with, the puzzles themselves or what products we explore next. If we’re going to grow, I want us to grow alongside the people who have helped build this company.

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BRP raises full-year earnings guidance as second-quarter revenue climbs 18.5 per cent

Photo: Francis Hamel photographer | iDA Productions
Photo: Francis Hamel photographer | iDA Productions

BRP Inc. raised its full-year earnings guidance Thursday after reporting an 18.5 per cent increase in second-quarter revenue, although tariffs and a supplier financial restructuring contributed to a sharp decline in profit margins.

The Quebec-based powersports company reported revenue of $2.24 billion for the three months ended July 31, up from $1.89 billion a year earlier. The increase was primarily driven by higher off-road vehicle shipments and a favourable side-by-side vehicle product mix.

BRP reported a net loss of $136.8 million, compared with net income of $57.1 million in the same quarter last year. Normalized EBITDA fell 34.9 per cent to $138.8 million from $213.2 million.

The company said gross profit declined by $135.2 million, or 34 per cent, to $262.5 million, while its gross profit margin fell to 11.7 per cent from 21.1 per cent.

BRP attributed the decline primarily to the impact of Section 232 tariffs on steel, aluminum and copper imports into the United States, as well as the effects of a supplier financial restructuring. The restructuring had an unfavourable impact of $74.8 million, or 330 basis points, on gross profit and gross profit margin.

The impact was partially offset by higher volumes and lower sales programs, mainly in off-road vehicles.

“Our second-quarter financial results exceeded expectations, reflecting disciplined execution and increased ORV shipments to support sustained retail momentum. Given our strong performance in ORV leading to additional market share gains, and reduced net tariff costs, we are raising our full-year guidance,” said Denis Le Vot, president and CEO of BRP.

The company increased its fiscal 2027 guidance for normalized diluted earnings per share to between $4 and $4.50, from $3.75 to $4.25 previously. BRP is also forecasting total revenue of between $9.225 billion and $9.475 billion, compared with $8.443 billion in fiscal 2026.

The revised guidance calls for normalized EBITDA of between $1.025 billion and $1.075 billion, compared with $1.103 billion in fiscal 2026. BRP expects net income of between $160 million and $195 million, down from $340.4 million last fiscal year.

The company said its North American retail sales increased one per cent during the quarter. Growth was driven by industry trends in side-by-side vehicles and market-share gains in off-road vehicles, partially offset by lower sales of seasonal products.

Revenue from year-round products increased 33.3 per cent to $1.49 billion, while seasonal-product revenue declined 8.9 per cent to $427.7 million. Revenue from parts, accessories, apparel, OEM engines and other activities rose 6.3 per cent to $324 million.

For the six months ended July 31, BRP reported revenue of $4.63 billion, an increase of 23.9 per cent from $3.74 billion a year earlier. Normalized EBITDA increased 14.3 per cent to $473.2 million.

The company reported a six-month net loss of $9.5 million, compared with net income of $218.1 million in the same period last year. Normalized net income, however, increased 19.7 per cent to $121.5 million.

BRP generated $686.8 million in operating cash flow during the first six months of the fiscal year, compared with $373.1 million a year earlier. It said the increase was mainly due to favourable changes in working capital and lower income taxes paid, partially offset by lower profitability.

Photo: Francis Hamel photographer | iDA Productions
Photo: Francis Hamel photographer | iDA Productions

The company invested $126.2 million in capital expenditures during the period, including spending on new products and modernization of its software infrastructure. It also returned $231.7 million to shareholders through quarterly dividends and share repurchases.

BRP’s board declared a quarterly dividend of 25 cents per share on Sept. 2. The dividend is scheduled to be paid Oct. 13 to shareholders of record at the close of business Sept. 29.

The company said it expects normalized diluted earnings per share in its third quarter to decline by approximately 50 per cent to 60 per cent compared with the same quarter of fiscal 2026, mainly because of increased tariff impacts.

BRP also outlined plans to release major off-road product announcements every six months over the next four years. The company recently introduced several new products and launched BRP Financial Services, a branded retail financing program in the United States.

“Looking ahead, we remain focused on navigating through the volatile geopolitical and trade environment and advancing our long-term growth prospects. Our recent Club BRP dealer event allowed us to showcase innovative initiatives that strengthen our competitive position, including a commitment to releasing major off-road product news every six months for the next four years. This will be instrumental in achieving our goal of making Can-Am the number one ORV brand in North America and being the undeniable OEM of choice for dealers and riders,” said Le Vot.

Full second quarter results can be found here.

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D Spot Dessert Café expands into U.S. with Dallas launch, eyes Houston, Chicago, Nashville and Atlanta

D Spot photo
D Spot photo

With the recent opening of its first U.S. location in Dallas, Texas, Canadian dessert café brand D Spot Dessert Café has officially begun its international expansion strategy. 

Founded in Canada in 2014, D Spot has grown to more than 55 locations nationwide and recently launched its first American location, marking a significant milestone for the brand.

Additional expansion is planned across key U.S. markets, including Houston, Chicago, Nashville and Atlanta. 

In an interview with Retail Insider, Kaan Sayiner, CEO and President of D Spot Dessert Café, said the biggest operational and business challenge in the expansion was translating a well-established Canadian operating model into a new country without compromising the consistency of the brand. 

“That included building a U.S. supply chain, qualifying alternative products and vendors, staffing and training a new team, and ensuring that our food quality and service standards carried over. We addressed those issues with significant hands-on support from our corporate training and operations teams, tighter operating procedures and direct work with U.S. suppliers. Dallas has also been an important learning market that is helping us make each subsequent U.S. opening more efficient,” he said.

Sayiner said the brand saw Dallas as an ideal market in which to prove the concept in the U.S. 

“It offers the scale, diversity and growth characteristics we look for, along with a strong suburban customer base that aligns well with D Spot’s broad appeal. It also gives us the ability to build density in Texas, rather than opening isolated locations across the country. That clustering strategy will ultimately make marketing, training, supply chain and operational support much more efficient,” he added.

How does consumer demand for dessert-focused dining differ between Canada and the U.S., and what have you learned from the Dallas launch so far?

The fundamental consumer demand in Canada and the U.S. is more similar than different, Sayiner said.

“In both markets, people are looking for more than simply dessert; they are looking for an experience, variety and a place they can visit with friends and family across multiple occasions. Dallas has reinforced our belief that the D Spot concept can travel successfully. It has also reminded us that entering a new country requires strong local execution and market development rather than assuming brand awareness will exist from day one,” he explained.

“Franchising will remain the primary engine of our U.S. growth, but our focus is very clearly on quality rather than simply adding franchisees. We are looking for well-capitalized operators who are prepared to be engaged in the business, follow the system, build strong teams and potentially develop multiple locations over time. 

“We would rather grow more deliberately with fewer, stronger partners than accelerate with franchisees who are not the right long-term fit. That approach is consistent with our formal franchisee evaluation process, which looks at financial capacity, operating and leadership experience, commitment, system alignment and growth potential.”

D‑Spot Dessert Café photo
D‑Spot Dessert Café photo

Sayiner said the company is deliberately not putting a hard public number on the U.S. opportunity at this stage. 

“What is clear to us is that the addressable opportunity in the United States is substantially larger than the remaining whitespace available to us in Canada, and we expect the potential number of new U.S. locations to ultimately exceed the total opportunity for additional locations in Canada,” he said. 

“Our priority over the next three to five years is therefore not chasing a store count, but establishing the right markets, building density within them and growing with franchise partners capable of developing those markets properly. Dallas is our starting point, with additional U.S. markets already forming part of our development structure.” 

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Restaurants Canada welcomes extension of Federal Fuel Excise Tax suspension

Vitaly Gariev photo
Vitaly Gariev photo

Restaurants Canada says it welcomes Tuesday’s announcement by the federal government that it is extending the suspension of the federal fuel excise tax until January 31, 2027.

The extension provides some relief to Canadians and businesses facing continued cost pressures, said the national organization.

“Restaurants Canada has been advocating for an extension of the suspension as rising fuel costs add to the financial pressures facing both consumers and restaurant operators. Gas costs have risen by an average of 46% since December 2025, contributing to higher food and transportation costs and supplier fuel surcharges, reported by 86% of restaurants,” said Kelly Higginson, President and CEO, Restaurants Canada.

“For Canadians, keeping the federal fuel excise tax suspended reduces the cost of gasoline and provides some relief from a significant household expense. While the impact on individual household budgets will be modest, any measure that helps ease affordability pressures can provide Canadians with a little more room in their budgets at a time when discretionary spending remains under pressure.

“For restaurants, lower fuel costs can also help mitigate some of the cost pressures flowing through the supply chain. This is particularly important at a time when 57% of restaurants are reporting fewer customers and 54% are seeing reduced customer spending per visit as a result of fuel cost increases. With 41% of restaurants currently operating at a loss or just breaking even, operators have very limited capacity to absorb further increases in operating costs.”

Restaurants Canada said it appreciates the continued suspension of the fuel excise tax, recognizing the ongoing affordability and inflationary pressures in an uncertain economic environment.

“We will continue working with the federal government to ease cost pressures for Canadians and operators, support investment and growth, and strengthen the resilience of Canada’s restaurant sector and the jobs and economic activity it supports across the country,” added Higginson.

“As the government also navigates the current trade conflict, Restaurants Canada will continue to provide direct feedback from the foodservice industry—which represents 4% of Canada’s GDP and supports 1.2 million jobs—to help ensure tariffs and government support measures are targeted, effective and responsive to the realities facing businesses across the country.”

Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a $125 billion industry employing 1.2 million Canadians and the number one source of first-time jobs in Canada, said the organization.

In a social media post on X, Dan Kelly, President and CEO of the Canadian Federation of Independent Business (CFIB), said: “Glad to see the federal government extended the gas tax holiday until the new year. This was the right decision and will help small businesses and consumers avoid another cost hike at this critical time.”

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Couche-Tard Reshapes Convenience Store Mix as Consumer Habits Change

PHOTO: CIRCLE K

Alimentation Couche-Tard is adjusting what it sells and how it uses space inside its convenience stores as consumers become more selective about their spending, with growth increasingly coming from food, energy drinks and functional products while some traditional convenience categories soften.

The shift was outlined by Couche-Tard President and CEO Alex Miller during the company’s fiscal 2027 first-quarter earnings call Wednesday morning. Miller said elevated living costs and fuel prices continue to weigh on discretionary spending in some markets, while customers remain willing to spend when they see sufficient value.

Carbonated soft drinks, salty snacks and packaged sweets are among the categories performing below historical levels. At the same time, Couche-Tard is seeing stronger demand for energy drinks, enhanced hydration, protein beverages, prepared food and other products aligned with changing consumer preferences.

The company is responding by reallocating space, refining assortments and adjusting promotions around where demand is moving.

Canadian Sales Improved Through the Quarter

The changes are particularly relevant in Canada, where Couche-Tard operates its namesake banner alongside Circle K. Canadian same-store merchandise sales were flat during the first quarter, but Miller said the headline figure masked an improving trend.

Sales improved materially as the quarter progressed and turned positive in the final reporting period. Canadian fuel volumes also increased 1.1%, extending the country’s run of positive same-store fuel-volume growth to eight consecutive quarters.

Several merchandise categories are growing considerably faster than the overall Canadian business.

Energy drinks posted high-single-digit growth during the quarter. Miller said energy remains one of Couche-Tard’s strongest traffic-driving categories globally, alongside growing demand for protein beverages, enhanced hydration and other functional products.

Food is also becoming increasingly important. Canadian food sales grew 4.3% during the quarter, with sales and unit volumes improving year-over-year as Couche-Tard emphasized value offers, meal deals and efforts to convert more store visits into food purchases.

The performance helps explain why flat Canadian same-store merchandise sales do not indicate weakness across the entire store. Growth in food and beverages is being offset by pressure elsewhere, particularly in nicotine.

Miller said Canada’s illicit tobacco market and evolving regulatory environment continue to weigh on legal nicotine volumes. Couche-Tard has been using pricing, promotions and targeted offers to retain customers in the category, although the pressures remained broadly consistent with recent quarters.

Traditional Convenience Categories Face Pressure

The changing mix extends beyond Canada. Couche-Tard said some long-established convenience categories are attracting less spending as customers become more deliberate about what goes into their baskets.

Packaged carbonated soft drinks have softened, while centre-store categories including confectionery and salty snacks have also been under pressure. Miller told analysts that the company is responding by shifting assortment toward products such as protein and functional bars and adjusting shelf allocation as demand changes.

The shift is especially apparent in beverages. In the U.S., Miller said energy drinks are now twice the size of carbonated soft drinks within Couche-Tard’s business, with the energy category continuing to post double-digit growth. Protein beverages and enhanced hydration are also gaining.

Couche-Tard is adjusting cooler space and assortments to reflect those trends, while working with major suppliers to bring new products into stores. Miller said the company continues to outperform the broader energy category and sees further opportunity across energy and functional beverages.

GLP-1 Drugs Could Be Influencing Snack Purchases

One of the more notable comments during the earnings call concerned the potential impact of GLP-1 weight-loss medications on convenience-store purchasing.

Asked about weakness in confectionery and salty snacks, Miller said he believes GLP-1 drugs are having some impact on those categories. He stopped short of attributing the broader slowdown to the medications, acknowledging that it remains unclear how much of the change is temporary and how much could represent a longer-term shift in consumer behaviour.

The observation comes as food manufacturers and retailers pay closer attention to demand for protein, functional benefits and other products associated with changing eating habits. Recent consumer research has similarly pointed to GLP-1 users shifting toward nutrient-dense products containing protein, nuts and grains while reducing consumption of some sweet and fried products.

For Couche-Tard, the immediate response is primarily a merchandising one. The company is adjusting assortment and space as demand moves rather than assuming traditional category patterns will return.

Food Becomes a Larger Part of the Convenience Proposition

Food represents one of Couche-Tard’s largest opportunities to change the economics of its stores.

It now accounts for 13.2% of the company’s merchandise sales. Couche-Tard sold nearly 14 million meal-deal bundles during the first quarter, approximately 20% more than a year earlier, as customers responded to packages combining food, snacks and beverages at defined price points.

The strategy extends beyond competing on the lowest price. Miller said Couche-Tard is developing food offerings across value, middle and premium price points, giving customers opportunities to trade up while retaining the value proposition that has helped meal deals gain traction.

In the U.S., food sales increased 5.2% and hot food grew more than 11%. Canadian food sales rose 4.3%, while Europe recorded growth of 3.6%. Management’s longer-term objective is for food to grow at three to four times the rate of Couche-Tard’s core convenience-store business.

In Canada, that value strategy can already be seen through Circle K’s meal-deal platform, which offers several food-and-beverage combinations at defined price points.

Couche-Tard is also working with large consumer packaged goods companies on prepared-food collaborations. Its Flamin’ Hot Boneless Wings program with PepsiCo and Frito-Lay is now selling more than 40,000 units per week in the U.S., according to Miller, providing an example of how the retailer is using established consumer brands to expand its food offer.

Technology Will Help Shape Store Assortments

Couche-Tard is investing in technology intended to make assortment and inventory decisions more precise as the merchandise mix changes.

Its deployment of the RELEX forecasting, replenishment and space-planning platform is expanding from approximately 200 stores to more than 1,000 locations across North America. Couche-Tard said product availability on RELEX-managed items has improved by more than 5%, supported by stronger forecasting and replenishment.

Most U.S. business units are expected to deploy the technology during fiscal 2027, with Canada scheduled to follow in fiscal 2028. Management expects the system to improve product availability while reducing complexity and spoilage.

The investment also supports Couche-Tard’s efforts to adjust assortments more quickly. As demand shifts among beverages, snacks and prepared foods, forecasting and space-planning tools can help determine what products receive additional space and how inventory is distributed through the network.

New Stores Point to Couche-Tard’s Direction

Couche-Tard’s newer stores provide another indication of where the company wants its broader network to go.

Management said food sales at newer stores are running 120% above the network average, while merchandise sales and average basket size are each approximately 20% higher. Couche-Tard expects to open more than 100 stores during fiscal 2027 and remains committed to its longer-term target of 750 new locations by 2030.

Miller also told analysts that the company’s new-store program has generated average returns on capital in the high teens in recent years. Couche-Tard is increasing its pursuit of individual stores and small groups of locations as another route to expanding the network.

The performance of newer locations is notable as Couche-Tard pushes further into prepared food and other higher-growth merchandise categories. The results suggest that newer stores are increasingly being built around a broader range of customer visits than the traditional combination of fuel, cigarettes, packaged beverages and snacks.

A Changing Convenience Store Basket

Couche-Tard’s first-quarter results showed a Canadian merchandise business that was flat overall, but management’s earnings call provided a more detailed picture of what is happening inside its stores.

Food sales are growing, energy drinks remain strong and Canadian merchandise trends improved enough to turn positive late in the quarter. At the same time, nicotine faces regulatory and illicit-market pressure, while some traditional packaged snacks and beverages are losing momentum as purchasing habits evolve.

Couche-Tard is responding through changes to its shelves, coolers, prepared-food offer and technology investments. The emerging model places greater emphasis on food, energy, protein, hydration and value, providing an early indication of how one of the world’s largest convenience retailers expects the convenience-store basket to evolve.

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Taco Bell Canada brings back two menu favourites, debuts Quesarito

Taco Bell photo
Taco Bell photo

Taco Bell Canada is bringing back two discontinued menu items and introducing another to Canadian customers as part of a limited-time menu offering beginning Sept. 3.

The Meximelt and Caramel Apple Empanada are returning to participating Bell locations after years of customer requests, while the Quesarito will make its Canadian debut. The three items will be available while supplies last.

The menu additions draw on different periods in the brand’s history, with the Meximelt associated with the 1980s, the Caramel Apple Empanada with the 2000s and the Quesarito previously available in markets including the United States and Spain.

“What’s nostalgic for one Taco Bell fan can be a completely new discovery for another,” said Meera Patel, director of marketing, Taco Bell Canada. “And that’s what makes our history such an exciting source of innovation. Sometimes the best place to find what’s next is in the test kitchen vault, and this lineup gives Canadians the chance to experience some of the menu items that helped make Taco Bell so iconic.”

The Quesarito combines a burrito with a grilled cheese quesadilla. The company says the item has been among those requested by customers seeking its availability in Canada.

The Meximelt, described by the company as a longtime customer favourite, is also returning to Canadian restaurants following requests from customers.

The Caramel Apple Empanada, a dessert featuring caramel-apple filling in a crispy shell, is returning more than a decade after it was first introduced by the brand.

Taco Bell photo
Taco Bell photo

The brand has been operating in the country since opening its first Canadian location in 1979. The company says it offers tacos, burritos, quesadillas and nachos, along with limited-time menu items.

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Taco Bell photo
Taco Bell photo

The Call You Can’t Miss: How One Free Phone Can Change Everything

Most people don’t think twice about answering their phone. But for many households across the country, staying connected is something that has to be managed carefully, budgeted for, and sometimes given up entirely. 

When a phone stops working, or service runs out, life doesn’t pause to wait. Jobs, appointments, and people keep moving. What follows is about how access to one phone changed that pattern for good. 

When Staying Connected Isn’t Guaranteed 

It rarely comes down to one moment. For a lot of people, the problem builds slowly. An older phone that freezes mid-call. A network that gets spotty by evening. A voicemail notification that shows up a day too late. 

These interruptions have real consequences. A job lead that went cold because a callback never connected. An appointment was missed because the reminder didn’t arrive. A family member was left waiting because a message failed to send. Each one feels minor in isolation, but the pattern adds up quickly. 

What makes it harder is that the stress is invisible to most people on the outside. There’s no single failure to point to, just a constant low-level uncertainty about whether things will work when they need to. And what cuts through it is simply having service that shows up every time, without question. 

A Lifeline Many Don’t Know About 

Word spreads in quiet ways. Sometimes it starts with a poster in a clinic. Sometimes it comes from a neighbor who has already applied. Other times, someone hears about it only after months of trying to keep an old phone working. 

The government does not hand out phones at the door. Instead, it supports Lifeline, a federal program that helps qualifying households lower the cost of phone or internet service through approved providers. 

AirTalk Wireless operates under the federal Lifeline Program as an Eligible Telecommunications Carrier, also known as an ETC. Through providers like AirTalk, eligible customers may be able to apply for monthly service and available device offers, depending on where they live and whether they meet the program rules. 

There are limits. Eligibility varies by state and qualifying program. Offers depend on availability and approval. Lifeline service is non-transferable and limited to one service per household. 

Knowing this exists can change how people look at their options. For someone who has been sharing a device, dealing with unreliable service, or putting off a phone bill, the path forward may be more concrete than they thought. 

The First Step: Getting a Phone That Simply Works 

Getting a basic phone through an assistance program doesn’t come with a dramatic moment. It’s quieter than that. The device arrives, service is active, and life starts moving a little more smoothly than it did before. 

That simplicity carries more weight than people expect. For someone who spent months managing dropped calls and delayed notifications, dependability changes how daily life actually runs. Appointments get handled on time. Job leads get followed up on properly. The quiet background worry of missing something important starts to fade. 

Many people who qualify for assistance programs begin here, with a basic device and active service that holds up through the day. For those already enrolled in Medicaid, learning that a free Medicaid phone is within reach often comes as a genuine surprise. The process exists, the support is real, and qualifying is more straightforward than many assume. 

The device may be modest. But for someone rebuilding a sense of stability, a phone that simply works is not a minor thing. That kind of dependability is what makes everything else easier to manage. 

But As Life Moves Forward, So Do Your Needs 

Stability has a way of raising expectations. Once calls connect reliably and messages arrive on time, the focus naturally shifts toward what comes next. New responsibilities take shape, and the phone that once felt like enough starts to show its limits. 

A basic phone handles messages and calls without trouble. But switching between multiple apps slows things down. Loading a document for a job application takes longer than it should. A video call for work or school becomes a source of frustration rather than a tool for getting things done. 

The shift is gradual but noticeable. What once felt like more than enough starts to feel like a ceiling. Yesterday’s solution brought real stability. Tomorrow’s demands, though, are already asking for something more. 

For many, that next step is more accessible than it seems. Programs that once helped people get connected in the first place are now expanding what’s possible. 

When Better Tools Open New Possibilities 

Switching to a more capable phone changes the pace of things. Communication moves faster. Apps that used to lag now open without hesitation. Tasks that required patience and workarounds start happening the way they were supposed to. Less time spent waiting means more time spent actually getting things done. 

What follows is a shift in confidence. When the phone works the way it should, attention can go toward the tasks themselves rather than the technology getting in the way. That matters more than most people realize until they experience the difference firsthand. 

Some assistance programs now make this level of device accessible to qualifying individuals. A free iPhone 15, for example, puts a genuinely capable tool in the hands of someone who needs it for work, school, or staying connected to healthcare and community resources. The right device doesn’t change circumstances on its own, but it removes a friction that was quietly making everything harder. 

The Provider Behind the Experience 

The device is only part of the equation. How someone gets to that device, and what the experience looks like along the way, depends largely on the provider they work with. 

People who have gone through the application process describe it differently depending on who they worked with. Some found the steps unclear, with requirements that shifted or communication that went quiet after submission. Others moved through it without much difficulty and came out the other side with working service and a device in hand. 

With AirTalk Wireless, the process usually starts with entering a ZIP code to check what plans and device options may be available. Applicants then complete an online form and confirm whether they qualify through a program such as Medicaid or SNAP, or through household income. If extra proof is needed, AirTalk may ask for documents before the application moves ahead. After approval, the customer can follow the next steps for shipping and activation. Device offers, service plans, and approval rules may vary by state, qualification, and availability. 

The difference often comes down to how well the provider manages the process from start to finish. Documentation requirements, eligibility checks, device availability, and ongoing support all vary between providers. And those differences shape whether the experience feels manageable or overwhelming. 

Many people navigating this for the first time look toward authorized Lifeline service providers for guidance. AirTalk comes up often, and for reasonable enough reasons. 

The company offers device and service bundles, and the application process is generally regarded as being more straightforward than average. 

For someone who is already managing a lot, working with a provider that keeps the process clear and predictable, like them, is worth factoring into the decision. 

It’s Never Just a Phone 

For a lot of people, a phone is how they stay employed, manage their health, and remain part of the world around them. Losing that connection, even briefly, has consequences that go well beyond inconvenience.  

Access is what keeps people on track, and today there are real options worth exploring. The right program, paired with the right provider, can make a quiet but lasting difference. Take the time to understand what is available and choose what fits the actual shape of daily life. 

Daily Synopsis: September 2, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 9 articles we published covering key developments in Canadian retail.

FoodHero’s platform helps independent Canadian food retailers transform surplus and short-dated inventory into revenue by selling products at reduced prices, addressing a significant source of financial loss associated with food waste. Kit and Ace has relocated to a smaller but better-positioned 2,370-square-foot store within CF Sherway Gardens, resulting in improved sales performance despite a 21% reduction in space.

Gap Inc. reported a 10% sales increase for its Gap brand while Old Navy’s Canadian operations continue to reshape their store network, closing major locations and selectively opening new stores, such as at Toronto’,s Dufferin Mall. Brand activations are increasingly used in retail marketing to create immersive, multisensory experiences that connect consumers with products beyond traditional advertising.

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