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Why Retailers Are Rethinking Out-of-Home Advertising to Drive Foot Traffic

For most of the last decade, retail marketing budgets flowed in one direction: toward the feed. Paid social, search, and retargeting promised precise audiences and clean attribution, and for a while the math worked. But anyone managing a retail marketing budget in 2026 has felt the ground shift. Costs per click keep climbing, privacy changes have blunted targeting, and shoppers have grown expert at scrolling past anything that looks like an ad. The channel that was supposed to be infinitely scalable now delivers diminishing returns — and retailers are responding by looking back to the street.

Out-of-home advertising — billboards, transit, street-level posters, and the fast-growing world of digital screens — is quietly having a resurgence in retail. Not as a nostalgic throwback, but as a deliberate answer to a very modern problem: how do you reach real people, in the real neighborhoods where your stores actually are?

The digital squeeze

The case for rebalancing starts with cost. Rising customer-acquisition costs on Meta and Google have pushed retailers to question whether the marginal dollar spent on retargeting is really working harder than it was three years ago. Add signal loss from privacy regulation and platform changes, and the precision that justified premium digital pricing has eroded.

There’s also a saturation problem. The average shopper sees thousands of digital impressions a day and consciously registers almost none of them. Ad blockers, “skip” buttons, and simple scroll fatigue mean a huge share of paid digital never actually lands. For a retailer whose goal is to get a specific person into a specific store, spraying impressions across a crowded feed is an increasingly blunt instrument.

Out-of-home solves for the two things digital has lost: attention and place. A well-placed billboard or a wall of street posters can’t be skipped, blocked, or scrolled past. And unlike a national programmatic buy, it can be pointed at the exact blocks around a store, a mall, or a transit hub where a retailer’s customers physically move.

A measurable comeback

The old knock on out-of-home was that you couldn’t measure it. That’s no longer true. The category has been rebuilt around data in ways that make it legible to performance-minded retail marketers.

Digital out-of-home (DOOH) — the network of programmatic screens in malls, transit stations, and on the street — is the fastest-growing segment of the medium, and it brings the buying flexibility retailers expect from digital: audience-based targeting, dayparting, and the ability to trigger creative based on weather, inventory, or time of day. A grocery chain can push a rainy-day promotion to screens near its stores the moment the forecast turns.

Attribution has caught up, too. Footfall measurement using mobile location data now lets retailers connect exposure to store visits, and geo-lift studies can isolate the incremental sales impact of a campaign in treated markets versus control markets. QR codes and campaign-specific landing pages close the loop between a physical placement and a digital action. The result is that out-of-home can now be planned, optimized, and reported against the same store-visit and revenue goals as any other channel.

The formats retailers are actually using

Retail out-of-home isn’t one thing, and the smartest programs mix formats to match the goal:

  • Large-format billboards remain the workhorse for building awareness along commuter routes and around shopping districts — ideal for a store opening or a seasonal push.
  • Transit and street furniture (bus shelters, station panels, benches) put a brand at eye level exactly where foot traffic concentrates, which is why they punch above their cost for driving nearby visits.
  • Street-level posters and murals create density and cultural credibility in specific neighborhoods. When a brand blankets the blocks around a flagship, it manufactures the feeling that “something is happening here,” which is often the point.
  • DOOH screens layer in reach, flexibility, and real-time relevance, and pair naturally with the static formats above.

The pattern that works is combination, not choice. A campaign that pairs the reach of digital screens with the texture and neighborhood credibility of physical posters consistently outperforms either format alone. Agencies that specialize in out-of-home advertising increasingly plan these as a single, integrated buy rather than as separate line items.

Making it work for retail

Out-of-home rewards discipline. A few principles separate the campaigns that move foot traffic from the ones that just look nice:

Buy proximity, not just reach. The most valuable impression is the one closest to the store. Concentrate spend in the trade areas that actually feed your locations rather than spreading it thin across a whole metro.

Time it to the moment. A store opening, a seasonal reset, a local event — out-of-home hits hardest when it’s compressed into the window that matters, not stretched evenly across a quarter.

Design for the glance. A driver or pedestrian has seconds. One idea, a legible offer, a clear brand, and a reason to act. Complexity is the enemy.

Integrate with digital. Out-of-home and paid social aren’t rivals; they compound. Retarget the neighborhoods you’ve saturated with posters, and use the physical campaign to lift branded search.

Engineer a reason to share. A striking installation or a bold wall becomes content when shoppers photograph it. In 2026, the fan photo of the campaign often travels further than the placement itself.

The takeaway

None of this means retailers should abandon digital. It means the balance that made sense in 2019 no longer does. As the feed gets more expensive and less certain, the physical world — unskippable, local, and increasingly measurable — is reclaiming a place in the retail marketing mix.

For retailers whose success still comes down to getting a real person through a real door, that’s not a step backward. It’s a recognition that the most direct line to a shopper is often the street they’re already walking down.

Best Retail Software Development Companies in the US and Canada for 2026

Canadian retailers closed 2025 with 837.2 billion dollars in sales, according to Statistics Canada, and the software behind those transactions has quietly moved from an IT line item to a boardroom priority. Across North America, retail is now the market where a commerce platform can decide whether a brand keeps pace or falls behind. The point-of-sale terminal, the inventory database, the recommendation engine, and the mobile app are no longer separate tools. They are one connected operation, and the company you hire to build them shapes how well that operation runs.

I have spent years watching retail brands choose, and occasionally regret, their technology partners. The good matches feel invisible, because the software simply works during a holiday rush. The bad ones surface at the worst possible moment. In this article, I will explain why the decision carries more weight in 2026 than it did even two years ago, describe the traits that separate a real retail software development company from a general coding shop, and share a ranked shortlist of firms across the US and Canada that I would put in front of an operations or merchandising leader today.

Why Retail Technology Decisions Carry More Weight in 2026

The money flowing into retail software explains part of the urgency. Analysts value the retail management software market at roughly 25 billion dollars in 2025, rising toward 28 billion in 2026 at a double-digit annual growth rate, with forecasts pushing past 46 billion by 2030. That spending is not going toward shinier cash registers. It is going toward unified commerce, where a single platform tracks a product from the warehouse to the checkout to the return desk, whether the customer shops in a store or on a phone.

Unified commerce is the phrase I hear most from operations leaders, and it is really a data problem dressed as a software one. When inventory, orders, pricing, and customer records live in one shared model, a store associate can see online stock, a marketer can trigger a win-back email the hour a cart is abandoned, and a buyer can plan the next order against live sell-through. When those systems sit in separate silos, every promotion becomes a manual reconciliation. That is the gap a capable partner is hired to close.

Artificial intelligence is the other force reshaping the brief. Shoppers now expect a store to remember them, suggest the right size, and price a promotion in real time, and the retailers pulling that off are the ones with clean data and models running in production. For a development partner, this means the work no longer stops at a working checkout. It extends to recommendation engines, dynamic pricing, inventory prediction, and fraud scoring, all of which have to run quietly behind the storefront without slowing it down.

The Canadian picture adds a useful wrinkle. Online sales sit near 5.7 percent of total retail trade in Canada, a smaller share than in the United States, which means physical stores still carry the bulk of revenue north of the border. For a developer, that changes the brief. Buy-online-pickup-in-store, loyalty tied to in-person visits, and accurate multi-location inventory become as important as the web storefront itself. A partner that only builds e-commerce sites will miss half the job.

Cross-border ambition raises the stakes again. Plenty of US retailers want to sell into Canada, and plenty of Canadian brands want to reach American shoppers. That path runs straight through compliance and payments. A team building for both markets has to account for Canadian privacy law under PIPEDA, payment security under PCI DSS, provincial tax rules, and dual-currency checkout. None of that is glamorous, and all of it can sink a launch if handled late. Add the pressure to ship AI features such as demand forecasting, personalization, and fraud detection, and the case for a specialist partner becomes hard to argue against.

What Separates a Great Retail Software Development Partner

Every vendor will claim retail experience. The ones worth your budget prove it in specifics. When I assess a retail software development company for a client, I look for the following signals before anything else.

  • Genuine retail domain knowledge. The team should speak fluently about merchandising, shrink, stock turns, and fulfillment, not just programming languages. Retail has its own grammar, and it shows in the first meeting.
  • Systems integration across the stack. Point-of-sale, ERP, warehouse management, and CRM rarely come from one vendor. Your partner needs to connect them cleanly and keep data consistent across every channel.
  • Data, AI, and forecasting capability. Demand forecasting, replenishment, and personalization now drive margin. A partner should show real production work here, not a slide about the future.
  • Security and compliance depth. PCI DSS for card data and PIPEDA for Canadian customer records are non-negotiable. Ask how they handle both before you ask about design.
  • Working-hours overlap and clear communication. A team you can reach during your business day, in fluent English, saves weeks of misunderstanding over the life of a project.
  • A credible path to a first release. Retail moves in seasons. A partner who can put a working product in front of real users in weeks, rather than quarters, gives you room to test before the next peak.
  • Support and modernization after launch. Software ages. The firms I trust plan for maintenance and legacy upgrades from day one rather than disappearing at handover.

Industry bodies such as the Retail Council of Canada publish useful benchmarks on where Canadian shoppers are heading, and a strong partner will already know that data and design around it. If a vendor cannot connect its technical choices to real retail behavior, keep looking.

Three Mistakes I See Retailers Make When Hiring

Before the list, a quick word on how these deals go wrong, because avoiding a bad fit matters as much as finding a good one. The first mistake is buying the brand rather than the fit. A mid-market retailer hires the biggest name it can afford, then discovers a junior team on the account and a bill sized for an enterprise. The second mistake is treating integration as an afterthought. The storefront looks sharp in the demo, but it never syncs cleanly with the point-of-sale or the inventory feed, and the cracks show on the first busy weekend. The third mistake is delaying the security and compliance conversation until the build is nearly done. Retrofitting PCI DSS controls or a proper PIPEDA data-handling plan late in a project is slow, expensive, and entirely avoidable. Every firm below can help you sidestep these traps, provided you raise them early.

The Best Retail Software Development Companies in the US and Canada

With those criteria in mind, here is my shortlist. I have weighted it toward firms that serve mid-market and growth-stage retailers well, since that is where most of the demand sits and where the right partner makes the biggest difference.

LITSLINK earns the top spot for the retail brands I most often advise. Headquartered in Palo Alto with an Orlando office and senior European engineering teams, the company builds full-cycle commerce products, and its custom retail software development services cover point-of-sale systems, inventory and warehouse management, retail CRM, e-commerce and marketplace platforms, ERP integration, and AI-driven demand forecasting. That breadth matters, because a modern omnichannel build rarely touches one system in isolation. A single loyalty change can ripple into the POS, the fulfillment queue, and the customer data model all at once, so a team that understands the whole chain saves you from expensive surprises.

What pushes LITSLINK to number one for me is delivery discipline. The firm reports more than 1,540 projects delivered for over 1,000 clients across 82 countries, a signed-contract-to-MVP window of about 10 weeks, and legacy modernization in roughly 10 months rather than the multi-year rewrites that larger vendors quote. It has acted as technical co-founder for more than 80 funded startups, holds 4.8 ratings on both Clutch and GoodFirms, and pairs US-based project management with European engineering, which keeps retail teams in working-hours overlap without late-night status calls.

2. ScienceSoft

ScienceSoft is a McKinney, Texas company with more than two decades of custom software work and a long-running retail practice. Its teams build order management, inventory, and analytics systems for mid-sized and large merchants. For a retailer that wants a US-registered vendor with deep enterprise integration experience and a formal quality process, it is a dependable name that turns up on almost every serious shortlist.

3. Net Solutions

Net Solutions is a product engineering and consulting firm that serves Canadian and North American clients from a global delivery base. Its focus on customer experience platforms, e-commerce, and cloud applications suits retail brands that treat the digital storefront as their primary growth channel and want design and engineering under one roof rather than split across two vendors.

4. Chetu

Chetu, based in Florida, is known for industry-specific software across many verticals, retail included. Merchants come to Chetu for point-of-sale, payment, and back-office development, particularly when they need a large developer bench to extend or maintain an existing platform rather than start from a blank page. Its scale makes it a fit for maintenance-heavy programs.

5. Myplanet

Myplanet is a Toronto commerce studio that designs and builds digital shopping experiences for well-known brands. Its work centers on composable commerce, front-end experience, and the connections between merchandising systems, which makes it a natural fit for Canadian retailers modernizing an aging storefront without committing to a full ground-up rebuild.

6. Itransition

Itransition, headquartered in Denver, is a global software firm with a dedicated retail and e-commerce practice. It handles marketplace builds, ERP and POS integration, and data analytics, and it tends to appeal to retailers running a broad, multi-system estate that needs steady coordination across many moving parts and a partner comfortable with long roadmaps.

7. Softeq

Softeq, out of Houston, blends software, hardware, and IoT engineering under one roof. For retailers experimenting with connected stores, smart shelving, or in-store sensors alongside their commerce apps, Softeq brings a mix of disciplines that pure software shops cannot easily match, which is handy when the roadmap crosses from screens into physical space.

8. MobiDev

MobiDev is a software engineering company with US and European delivery that has shipped e-commerce, marketplace, and retail analytics products. It is a practical option for brands that want mobile-first commerce work paired with machine learning features such as product recommendations or sales forecasting, delivered by a team used to working with North American clients.

9. Space-O Technologies

Space-O Technologies runs a large Toronto office serving clients across North America. The firm builds e-commerce platforms, custom inventory tools, and analytics dashboards, and it is worth a look for Canadian merchants that want a domestic team with enterprise delivery experience and a sizable engineering headcount close to their own time zone.

Here is the same group at a glance, so you can scan by location and strength before you reach out.

CompanyHeadquartersRegional focusRetail strengths
LITSLINKPalo Alto, USUS and Canada, globalFull-cycle commerce, POS, demand forecasting, marketplace
ScienceSoftMcKinney, USNorth America, globalOrder management, inventory, analytics
Net SolutionsCanada and globalCanada and USCX platforms, e-commerce, cloud
ChetuFlorida, USUS and CanadaPOS, payments, back office
MyplanetToronto, CanadaCanada and USComposable commerce, front-end
ItransitionDenver, USNorth America, globalMarketplace, ERP and POS integration
SofteqHouston, USUS and CanadaIoT, connected store, apps
MobiDevUS and EuropeNorth AmericaMobile commerce, machine learning
Space-O TechnologiesToronto, CanadaCanada and USE-commerce platforms, inventory, analytics

How to Match a Partner to Your Retail Roadmap

A shortlist is a starting point, not a decision. The right choice depends on where your business sits. An early-stage brand launching its first mobile app has different needs than a chain migrating a decade-old point-of-sale system across two hundred stores. Before you send a single request for proposal, write down the systems that must talk to each other and the compliance rules you cannot skip. That one page tells you more about fit than any sales deck.

Pay attention to engagement models too. A dedicated team works well for a long build with shifting scope, staff augmentation suits a retailer that already has in-house engineers but needs extra hands, and a fixed-scope project fits a well-defined feature. Ask each firm for a small paid discovery or a pilot integration before you commit to a full program. A partner willing to prove itself on a contained problem, and to walk you through references in your sector, is usually the one that will still answer the phone during your busiest week. Security reviews and a clear data-handling plan belong in that first stage, not after the contract is signed.

Budget deserves an honest look as well. Rates across these firms vary widely by geography and seniority, so compare total delivery cost and the value of working-hours overlap, not just the hourly figure. A team five hours out of sync can look cheaper on paper and cost you a week of clarifications on every sprint. Weigh the whole picture before you sign.

One more practical note. Ask to meet the people who will actually write your code, not only the sales lead and a solution architect who vanishes after kickoff. Retail projects live or die on the continuity of the team, and a partner proud of its engineers will happily introduce them. If that request meets friction, treat it as a quiet signal about how the engagement will feel six months in, when the launch is behind you and the real maintenance work begins.

Final Thoughts

Retail runs on software now, and the partner you choose to build it will influence your margins, your customer experience, and your ability to move when the market shifts. The nine firms above all do credible work across the US and Canada, with LITSLINK leading the group on range, delivery speed, and a proven startup and modernization track record. If you are scoping a retail build this year, start by mapping the systems that must connect, then shortlist two or three of these companies and ask each for a small, paid first step. When you want a single place to begin the conversation about a full commerce stack, LITSLINK is a strong one to put at the top of the call list. Choose deliberately, and the software will fade into the background where it belongs.

Where WhatsApp CRM Fits in the Modern Retail Technology Stack

Modern retail technology connects marketing, e-commerce, customer communication, and performance analysis. Marketing brings potential customers into the business, while e-commerce platforms support product browsing and transactions. When customers need help, the journey often moves to WhatsApp.

A WhatsApp CRM helps retailers organise this consultation stage. It can route enquiries to the right team, record customer context, manage follow-up, share conversation information, and provide managers with performance data.

The complete workflow can be understood as:

Marketing traffic → customer routing → e-commerce browsing and ordering → WhatsApp enquiry → follow-up → management reporting → repeat purchase

Marketing Brings Customers Into the Retail Journey

Retailers attract customers through social media, paid advertising, email, influencers, physical stores, and other promotional channels.

A shopper might click an Instagram advertisement, scan a QR code in a shop, or follow a campaign link before opening a WhatsApp conversation.

At this point, the retailer needs to understand where the customer came from and which team should handle the enquiry.

A standard WhatsApp link may open a conversation, but it does not always provide enough information about the traffic source or direct the customer to the most suitable team.

WADesk routing links can connect marketing activity with customer conversations.

Retailers can create different links for campaigns, markets, languages, or customer types. Enquiries entering through these links can then be directed to the appropriate sales or customer service group.

For example, a retailer might create separate routes for:

  • UK customers;
  • French-speaking customers;
  • German-speaking customers;
  • wholesale enquiries;
  • online retail customers;
  • specific advertising campaigns.

This reduces manual reassignment and gives each customer a clearer entry point.

Routing-link statistics can also help retailers compare traffic sources. Instead of only measuring clicks, the business can see which campaigns or regions generate actual WhatsApp conversations.

E-Commerce Platforms Support Browsing and Ordering

Once customers enter the retailer’s digital environment, the e-commerce platform handles product pages, inventory, shopping baskets, payments, and order records.

However, not every shopper completes a purchase without assistance.

Customers may want to confirm product availability, sizing, delivery time, specifications, or purchasing conditions. Higher-value products and wholesale orders may require several conversations before a decision is made.

This is where the customer journey moves from website activity into human consultation.

A WhatsApp CRM for e-commerce can give retailers more structure around this stage.

A typical workflow might be:

Campaign link → routed WhatsApp entry → product browsing → customer enquiry → assigned employee → recommendation → follow-up → purchase

Customer Follow-Up Becomes a Visible Process

A WhatsApp conversation may begin with a simple question, but the customer may not purchase immediately.

They may compare products, discuss the decision internally, or return several days later. If follow-up depends only on employee memory, promising enquiries can easily be missed.

WADesk can help retailers move customers through a defined follow-up process, such as:

New enquiry → contacted → needs identified → product recommended → awaiting decision → order completed

Employees can see the customer’s current stage and understand what should happen next. This makes follow-up more consistent and reduces reliance on personal notes or reminders.

Shared Conversations Support Team Follow-Up

Retail customers may interact with several employees during the same buying process.

One employee may answer the first product question. Another may confirm stock, while a third follows up later. If each person only sees part of the conversation, the customer may need to repeat information.

Shared customer records allow authorised team members to review the same conversation history and background.

Before continuing the conversation, an employee can quickly understand:

  • what the customer asked about;
  • which products were recommended;
  • whether any concerns were raised;
  • who handled the previous conversation;
  • the customer’s current status;
  • when the last contact occurred;
  • what the next action should be.

This is especially useful for secondary follow-up. A new employee can continue the conversation without reconstructing the customer’s situation from screenshots or short internal messages.

It also protects customer relationships when an employee changes shifts, moves to another department, takes leave, or leaves the company.

Management Dashboards Show Team Performance

Frontline employees need customer context and clear follow-up tasks. Managers need a wider view of the entire process.

A management dashboard can bring together data about:

  • new customer enquiries;
  • traffic from different routing links;
  • average response time;
  • customers awaiting follow-up;
  • follow-up completion;
  • customer status distribution;
  • employee workload;
  • regional or campaign activity.

This allows managers to review performance without opening every conversation individually.

Conversation volume alone does not show whether the team is working effectively. Managers also need to know whether customers receive timely responses and continue moving through the sales process.

Response Time and Follow-Up Efficiency Matter

Retail customers are often comparing several products or sellers. If a question remains unanswered for too long, the customer may purchase elsewhere.

Response-time data can help managers identify understaffed periods, overloaded employees, or markets requiring more support.

Follow-up data can reveal other problems. A team may respond quickly to new enquiries but fail to contact customers again after sending a recommendation.

Managers may discover that:

  • many enquiries are not being qualified;
  • customers remain at the same stage for too long;
  • follow-up is inconsistent across teams;
  • some campaigns generate conversations but few serious buyers;
  • certain employees are managing too many active customers.

These findings can guide staffing, training, and customer-assignment decisions.

Connecting Marketing Data With Customer Outcomes

Routing-link data can help connect marketing activity with later customer conversations.

A retailer may use separate links for an Instagram campaign, paid search, an influencer partnership, and a physical-store QR code. WADesk can record how many customers enter WhatsApp through each source.

When this information is combined with customer status and follow-up data, the business can ask:

  • Which campaigns generate the most conversations?
  • Which sources bring customers who progress further?
  • Which markets require the most assistance?
  • Which campaigns create high enquiry volume but low purchase intent?

This gives marketing and sales teams a more connected view of customer acquisition.

Customer Data Can Support Repeat Purchases

The journey does not need to end after the first order.

Retailers can use previous conversations, product interests, and customer history to support repeat engagement. A customer might be contacted when an item returns to stock, a related product becomes available, or a reorder may be due.

Because employees can review the customer’s earlier context, the communication can be more relevant than a generic promotional message.

Conversation data may also improve other parts of the retail business. If customers repeatedly ask about sizing, the product page may need clearer information. If many shoppers ask about stock, the website may need better inventory visibility.

These insights can support decisions across marketing, merchandising, website content, staffing, and customer retention.

Building a Connected Retail Technology Workflow

WhatsApp CRM should not be viewed as an isolated messaging tool or a replacement for an e-commerce platform.

Its role is to organise the consultation and follow-up stage within the wider retail journey:

Marketing generates traffic → WADesk routing links direct and measure customer entry → the e-commerce platform supports browsing and ordering → WhatsApp CRM manages consultation and follow-up → shared records support team collaboration → dashboards measure performance → customer data supports repeat purchases

Each system has a different role.

Marketing attracts the customer. The e-commerce platform supports the transaction. WhatsApp CRM manages the human conversation around that transaction. Management reporting then helps the retailer improve future performance.

For retailers, the goal is to create a connected workflow where traffic can be measured, enquiries can be assigned, customer context can be shared, follow-up can be tracked, and managers can use the resulting data to improve sales and customer retention.

Renewed ‘Buy Canadian’ Movement Begins Reshaping Retail Strategy

A sign encouraging shoppers to buy Canadian products at a liquor store in Vancouver on Feb. 2, 2025. Shoppers have been caught up in the buy Canadian fervour since U.S. President Donald Trump began threatening to apply tariffs on imports from Canada. THE CANADIAN PRESS/Ethan Cairns

A renewed wave of economic patriotism is influencing how Canadians shop and how retailers market products, as the latest escalation in the Canada-U.S. trade war puts fresh attention on where goods are made and where consumers choose to spend their money.

The shift is becoming increasingly visible in retail. Consumers are actively searching for Canadian alternatives, retailers are giving domestic products greater prominence, and national data shows a significant share of retailers are reporting increased sales of Canadian goods.

Industry Minister Mélanie Joly added federal momentum to the movement this week, urging Canadians to buy Canadian as Ottawa unveiled its response to the latest U.S. tariffs.

“When you choose a Canadian product, you are not only putting pressure on the U.S. — you are protecting jobs,” Joly said, describing the effort as a “movement of resistance” to American tariffs.

The comments came after the U.S. imposed 50 per cent tariffs on $27.6 billion worth of Canadian goods effective August 22. Canada responded with plans to impose tariffs of 15, 25 and 50 per cent on $27.6 billion in U.S. imports beginning September 8, matching the U.S. measures dollar-for-dollar and rate-for-rate.

Joly has also spoken with retail industry representatives about identifying and promoting Canadian-made goods. Retailers, however, were responding to changing consumer behaviour well before the latest escalation.

Canadian Products Seeing Increased Retail Sales

Statistics Canada data provides some of the clearest evidence that the Buy Canadian movement is having an impact at retail.

In the second quarter of 2026, 42.7 per cent of businesses in retail trade said they had changed their marketing practices during the previous 12 months to promote Canadian products. Retail had the highest rate among the industries measured.

More significantly, 35.8 per cent of retailers reported increased sales of their Canadian products over the same period, again the highest proportion among the industries surveyed.

The findings indicate that Canadian provenance has become a commercial consideration for retailers as shoppers pay closer attention to the origins of what they buy.

Interest appears to have accelerated following the latest deterioration in Canada-U.S. relations. Consumers are searching online for Canadian products and looking more closely at where brands manufacture and operate.

The Canada List, a website that ranks thousands of products according to their contribution to the Canadian economy, experienced a dramatic traffic surge following the latest trade escalation.

Founder Matthew Shane told The Canadian Press that his “back-of-the-envelope calculation” indicated daily traffic had increased approximately 10,000 per cent since the previous Friday. He said thousands of people were also signing up for the site’s newsletter each day.

The estimate offers a striking indication of how quickly consumer interest can intensify during a trade confrontation. Shoppers are actively seeking information that can help them redirect their spending.

Toronto-based Canadian marketplace Common Goods has experienced a similar surge. Founder Valerie Crisp said daily traffic increased from fewer than 5,000 visitors to almost 15,000 in a single day as Canada-U.S. tensions escalated.

Together, the examples point to renewed urgency among shoppers trying to identify Canadian brands, businesses and products.

Retailers Make Canadian Products Easier to Find

For retailers, the opportunity centres on making that information visible at the point of purchase.

Canadian products are being highlighted through maple-leaf symbols, shelf signage, provincial identifiers, promotions and online merchandising. Retailers are also making country-of-origin information easier for shoppers to find.

Loblaw Companies Ltd. has continued using maple-leaf symbols to highlight Canadian products while providing country-of-origin information for fresh produce. Its PC Express platform has also offered shoppers the ability to swap selected products for Canadian alternatives where available.

The digital component represents an important development. Canadian provenance is moving beyond traditional shelf signage and becoming part of product discovery.

Country of origin can function as another attribute shoppers consider alongside price, brand, ingredients, sustainability, availability and other purchasing criteria.

Dedicated marketplaces and product directories are reinforcing that behaviour. Canadian-focused shopping services are helping consumers identify domestic companies and products across apparel, beauty, home goods, food, personal care and other categories.

The Buy Canadian movement is therefore extending across a much broader portion of the retail industry than grocery alone.

Tariffs Add Another Incentive

The latest trade measures add another consideration for retailers.

Canada’s counter-tariffs, scheduled to take effect September 8, cover U.S. imports across several sectors, including steel, dairy, appliances, agricultural equipment, pulp and paper and electronics. Certain furniture, clothing and apparel products are among goods facing 50 per cent counter-tariffs.

Ottawa says one objective is to put Canadian producers and manufacturers in a stronger competitive position against U.S. products in the domestic market.

For retailers, consumer demand and import costs may begin working in the same direction.

Some shoppers want Canadian alternatives because they are looking to support domestic businesses, while tariffs could make certain American merchandise more expensive. Where comparable Canadian supply exists, those forces may influence promotional decisions, supplier discussions and, over time, assortment.

Domestic brands may gain additional visibility where retailers see consumer demand alongside a commercial reason to reduce exposure to tariff-affected imports.

There are clear limits. Canadian and U.S. supply chains are deeply integrated, and domestic manufacturing capacity cannot replace American imports across large portions of the retail economy. Availability, scale, quality and price will continue to determine what retailers can realistically source.

Even modest changes in shelf space and promotional visibility, however, can be meaningful for Canadian suppliers.

Price Still Matters

Patriotism does not eliminate the affordability equation. Canadian households remain price-conscious, and a preference for domestic goods does not necessarily mean consumers will accept substantially higher prices to purchase them.

For retailers and brands, Canadian provenance can provide another reason to select one product over another when the alternatives are reasonably competitive. Price, quality and availability remain fundamental to the purchasing decision.

That dynamic could become particularly important as tariffs begin affecting additional U.S. merchandise. Competitively priced Canadian products may find themselves in a stronger position, while categories without viable domestic alternatives will remain dependent on international supply chains.

Defining What Is Actually Canadian

Growing demand for Canadian products also creates a practical challenge: determining what qualifies as Canadian.

A Canadian-owned company, a product manufactured domestically, a Canadian brand manufacturing overseas and an imported product sold through a Canadian retailer represent different forms of economic activity.

Federal guidelines distinguish between claims including “Product of Canada” and “Made in Canada.” Generally, a “Product of Canada” claim requires at least 98 per cent of the direct costs of producing or manufacturing the product to have been incurred in Canada, with the final substantial transformation also taking place here.

For “Made in Canada” claims, the threshold is generally at least 51 per cent of direct production or manufacturing costs, with the final substantial transformation occurring in Canada. Qualifying language indicating the use of imported components or ingredients may also be required.

Those distinctions carry greater weight when Canadian identity becomes part of the merchandising strategy.

Retailers and manufacturers using maple leaves, shelf labels and Canadian-origin messaging need to communicate accurately, particularly as consumers become more interested in determining where products are manufactured and where their spending ultimately flows.

Independent Retailers Want a Place in the Conversation

The Ontario Convenience Stores Association argues that the Buy Canadian discussion should extend to the Canadian businesses selling those products.

OCSA President Kenny Shim welcomed Joly’s comments this week while emphasizing the role played by independent merchants.

“Independent convenience stores are Canadian businesses too,” Shim said. “They employ people in our communities, collect millions in taxes every year and provide essential services to millions of Canadians.”

His argument highlights another dimension of the movement. Buying a Canadian-manufactured product and shopping at a Canadian-owned retailer are different purchasing decisions, although both can direct economic activity toward Canadian companies, workers and communities.

For independent retailers, the current environment creates an opportunity to emphasize local ownership alongside the Canadian products they carry.

Will the Shift Last?

Buy Canadian campaigns have intensified during previous periods of economic and political tension. For retailers, the longer-term question is whether the latest change in behaviour will survive after the immediate trade dispute subsides.

There are reasons to watch this cycle closely.

Retailers have developed more visible systems for identifying Canadian goods. Online marketplaces and directories are organizing domestic brands in one place. Consumers have become more accustomed to researching company ownership and country of origin, while Statistics Canada data shows retailers are already reporting increased Canadian-product sales.

The latest Canada-U.S. confrontation has given those behaviours new momentum.

Price and availability will determine how far the movement can go, and the integration of North American supply chains makes a wholesale retreat from U.S. products unrealistic. Canadian provenance, however, has clearly become a more influential consideration in retail purchasing decisions.

For retailers, the immediate opportunity is to make Canadian alternatives easier to identify, understand where consumers are willing to shift their spending and determine where domestic suppliers can compete effectively.

The trade war is driving the current surge in economic patriotism. Its longer-term retail legacy may be a Canadian consumer who pays much closer attention to where products come from — and a retail industry increasingly prepared to provide the answer.

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Authentic Takes Majority Stake in Drake’s OVO as Vince Takes Over Retail Operations

Rendering of the OVO store at Scarborough Town Centre in Toronto. Image supplied

Toronto-founded lifestyle brand October’s Very Own (OVO) is entering a new phase of global expansion after Authentic Brands Group acquired majority control of its intellectual property and Vince Holding Corp. took over its retail and operating business.

Authentic now holds a 51% controlling interest in OVO’s intellectual property, while Drake retains a 44% stake and will continue shaping the brand’s creative direction. Vince Holding Corp. owns the remaining 5% after investing US$6 million.

Vince has separately acquired OVO’s operating business, giving it responsibility for the brand’s stores, e-commerce, merchandising, product development and wholesale operations. OVO’s existing team will remain in place, with the business continuing to operate from its Toronto headquarters.

The transaction establishes a new division of responsibilities as the partners look to grow OVO internationally. Authentic brings its global licensing and brand-development network, Drake and the existing OVO team remain closely involved creatively, and Vince will run the retail and apparel business.

OVO has grown from its Toronto roots into an international lifestyle business with 12 flagship stores and worldwide e-commerce. The new ownership and operating structure gives the company access to significantly greater resources for its next stage of expansion.

Drake Retains Significant Ownership in OVO

The transaction represents a major change in OVO’s ownership while keeping Drake closely tied to the company financially and creatively.

“We’re just a couple kids from Toronto who started something we believed in. Here we are 20 years later, same kids with bigger dreams. Authentic and VNCE are the perfect partners to help us continue to grow,” Drake said in announcing the transaction.

OVO was founded by Aubrey “Drake” Graham, Oliver El-Khatib and Noah “40” Shebib and is currently led by CEO Drex Jancar. The company has developed a recognizable identity around its owl logo and black-and-gold aesthetic while expanding into premium apparel, accessories, retail stores, e-commerce and high-profile collaborations.

Drake’s 44% interest leaves him with a substantial economic stake even as Authentic assumes majority control of the intellectual property. He will also continue to play a role in OVO’s creative direction as the business expands.

Drake wearing an OVO hoodie. Image: OVO

Authentic Sees Global Growth Potential

Authentic Brands Group has built one of the world’s largest portfolios of consumer and cultural intellectual property. Its business model is centred on owning brands and working with specialized partners to handle areas such as retail, manufacturing, distribution and licensing.

The company says its portfolio generates more than US$38 billion in annual systemwide retail sales through more than 1,700 licensees and strategic partners across 150 countries. Its holdings include Reebok, Champion, Brooks Brothers, Eddie Bauer, Nautica, Nine West, Ted Baker, Barneys New York, Dockers and Vince, alongside entertainment and celebrity properties including Elvis Presley, Muhammad Ali, Marilyn Monroe, Shaquille O’Neal and David Beckham.

“OVO has earned a place among the world’s most influential lifestyle brands because it has always stood for something authentic and unmistakable,” said Jamie Salter, Founder and Executive Chairman of Authentic.

Salter said Drake and his team had built a brand with considerable cultural influence. Authentic plans to pursue new markets and businesses while maintaining the characteristics that have defined OVO.

Salter also brings a Canadian connection to the transaction. He was born in Toronto before going on to build New York-headquartered Authentic into a global brand-management company. OVO, meanwhile, emerged from Toronto’s music and creative scene before developing an international following.

The shared Toronto roots add another dimension to a transaction involving one of the city’s most recognizable homegrown lifestyle brands.

Vince Takes Over OVO’s Retail Business

Vince Holding Corp.’s acquisition of OVO’s operating business is another major part of the transaction. The company will oversee OVO’s design, product development, merchandising and retail stores and will become the brand’s core apparel licensee. The operating business includes OVO’s 12-store international network, e-commerce operations, wholesale relationships and the organization supporting those activities.

OVO’s existing team will remain in Toronto, while OVO and Vince will maintain separate creative identities.

“Few brands combine influence, elevated style and approachability the way OVO does,” said Brendan Hoffman, Chief Executive Officer of Vince Holding Corp.

Hoffman said OVO’s creative and design identity would remain its own, with Vince supporting that vision as it works to bring the brand to a wider international audience.

OVO is the first additional operating brand for Vince Holding Corp. as the company begins pursuing a multi-brand strategy. Vince Holding has historically centred its operations on its namesake premium apparel business, and the acquisition allows its retail, e-commerce and wholesale infrastructure to support a second brand.

The arrangement could also serve as a model for Vince Holding to work with additional brands in the future.

OVO (October’s Very Own) in North End of Level 2 at CF Rideau Centre (August 2021). Photo: Dustin Fuhs.

Authentic and Vince Deepen an Existing Partnership

Authentic and Vince already have a significant corporate relationship. Authentic acquired a 75% interest in the Vince intellectual property in 2023, with Vince Holding Corp. retaining the remaining 25%. Vince Holding continued operating the Vince retail, wholesale and e-commerce business under a long-term arrangement.

The OVO deal expands that relationship. Authentic becomes majority owner of another fashion and lifestyle property, while Vince Holding assumes responsibility for running the underlying retail and apparel operation.

OVO will be the first indication of how Vince Holding’s multi-brand strategy works in practice, allowing infrastructure previously centred on its namesake business to support a broader operating base.

Vince expects the transaction to be approximately earnings neutral in fiscal 2026 after transaction-related costs and accretive to earnings per share in fiscal 2027.

U.S. Stores and Wholesale Among Growth Opportunities

Vince has identified several areas for OVO expansion, including additional stores in the United States, further e-commerce growth and broader wholesale distribution through relationships with major national department stores.

Wholesale could mark a meaningful shift in OVO’s distribution strategy. Much of the brand’s retail presence has been built through its own stores and digital channels, alongside collaborations and controlled product releases. Vince’s department-store relationships could put OVO products in front of a much wider customer base.

Authentic’s licensing network also opens the door to additional product categories and geographic markets.

Global awareness is already one of OVO’s strengths, helped considerably by its association with Drake. The new corporate structure adds the retail, distribution and licensing capabilities needed to build a larger business around that recognition.

OVO x Sherwood Hockey. Image: Canadian Tire

From Dundas Street to an International Retail Network

OVO’s physical retail story began in Toronto, where its first permanent store opened at 899 Dundas Street West in December 2014 following an earlier pop-up at the location. The boutique established a physical home for the brand as OVO’s recognition was beginning to spread well beyond the city.

International expansion followed with Los Angeles in 2015, New York in 2016 and London in 2017.

The Canadian network was growing as well. OVO opened at Toronto’s Yorkdale Shopping Centre in 2017, its first location in a major shopping centre and an important step in the development of its physical retail business.

Additional Canadian stores followed at Square One in Mississauga and on Robson Street in Vancouver. OVO expanded into CF Toronto Eaton Centre in 2019 with a roughly 2,890-square-foot store, followed by further growth into markets including Ottawa and Calgary.

OVO now operates 12 flagship stores and has a worldwide e-commerce presence. Its retail evolution has taken the business well beyond the original Dundas Street boutique while Toronto has remained central to the brand.

OVO Deal Could Support Vince Expansion in Canada

Toronto will remain OVO’s operating headquarters following the transaction. Vince plans to retain the existing organization, giving the company an established Canadian operation as it takes over the business.

That presence could have implications for the Vince brand as well. The company has identified OVO’s Canadian infrastructure as a potential base for opening Vince stores and expanding its e-commerce and wholesale businesses in the country.

Vince brings relationships and operating capabilities that can support OVO’s U.S. and international growth, while the OVO organization gives Vince an established base in Canada. The Canadian opportunity also fits with Vince Holding’s broader plan to build a business capable of operating multiple brands.

Maintaining OVO’s Identity as the Business Expands

One of the key considerations will be how OVO develops under a much larger commercial organization. Its growth has been closely tied to Drake, controlled distribution, collaborations and a visual and cultural identity rooted in Toronto. Authentic and Vince now plan to expand the business across additional markets and distribution channels while keeping OVO’s creative organization distinct.

Both companies have addressed that issue directly. Authentic has said it wants to expand OVO without losing the characteristics that define the brand, while Vince has emphasized that OVO will retain its own creative and design identity.

The transaction puts considerably more retail and licensing infrastructure behind a business that began as a Toronto creative project roughly two decades ago. Drake remains a major shareholder and creative participant, OVO stays headquartered in Toronto, and the brand now has two large corporate partners focused on expanding its commercial reach.

The next phase will show how that translates into stores, wholesale distribution, new categories and international markets for a Canadian brand whose owl logo has become recognizable around the world.

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Lessons for Mid-Market Retail from the Roots Acquisition

Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)

The proposed acquisition of Roots offers a teachable moment for mid-market retail. Marquee Brands, the U.S. firm that owns brands including Ben Sherman and Isotoner, has partnered with JM&A Design and Development Inc., led by Joe Mimran and Frank Rocchetti, in an agreement to take Roots private and pursue further growth in Canada and internationally.

Roots falls into a category of mid-market Canadian retailers that includes brands such as Staples, EQ3 and Sporting Life. These are businesses that generally do not compete primarily on price or prestige. They succeed by delivering a distinct value at a price customers consider reasonable.

Many mid-market brands have had a challenging few years. The economic environment has certainly played a role, but some of the pressure has come from decisions retailers make themselves. When margins shrink, the temptation is to support the bottom line in ways that gradually weaken the qualities core customers valued in the first place.

Successful mid-market retailers tend to have something in common: they impart a clear value at a price customers feel is reasonable. EQ3 imparts manufactured quality. Staples imparts professional reliability, the reasonable expectation that the thing you need will be there and will work.

Over the past couple of years, Roots has moved away from behaving like a retailer simply squeezed between luxury apparel and value apparel. It has increasingly defined and defended its consumer value proposition around culturally relevant, quality basics.

When Michael Budman and Don Green built Roots, their interpretation of Canadian identity also had an international dimension. In 1981, eight years after Roots was founded, they became publishing partners and executive publishers of Paris Passion, a Parisian lifestyle and culture magazine founded and edited by journalist Robert Sarner. The publication covered fashion, photography, art and contemporary Parisian life, with creative talent including Helmut Newton and Patricia Marx appearing in its pages.

Recent actions at Roots can be viewed as a contemporary expression of that outlook. The company is drawing on its history while updating its interpretation of Canadian identity for a new generation of customers.

In July, Roots opened a store at Vancouver International Airport in partnership with Hudson, part of Avolta, located past security in the U.S. Departures area. The assortment is built for travellers, with Canadian-made merchandise, destination graphics, accessories and other products. Roots already has travel-retail exposure at Taiwan Taoyuan International Airport, while stores in destinations such as Banff and Mont-Tremblant serve a similar purpose. These locations put Roots in front of customers at moments when Canada and Canadian identity are already particularly relevant to them.

The Vancouver store and the broader Canadiana refresh sit on a foundation of cultural relevance that Roots has been building for decades. The company has operated a leather factory in Toronto since 1973, run by three generations of the Kowalewski family since it opened. The Award Jacket, Roots’ take on the varsity letterman jacket, dates to 1979 and has become a platform for cultural partnerships. Jackets have been produced for professional sports teams, SNL, OVO, Marvel and others, while the company’s connection to the Jamaican Olympic bobsled team is another part of its long history in popular culture. Its longstanding presence around TIFF further connected Roots with Canadian entertainment and celebrity culture.

A current expression of that strategy is Pit Stops, the Summer ’26 collection built around six Canadian roadside institutions: COWS, La Banquise, St-Viateur, The Big Apple, Webers and Duffin’s Donuts. The collection brings the values behind the Award Jacket to a more accessible product and uses Roots’ history of collaboration in a way that would be difficult for another brand to reproduce with the same credibility.

The Award Jacket itself is not an accessible product for every customer. It sits well above the core assortment, with some versions approaching luxury price territory. But it does something specific: it exemplifies the value proposition. The jacket does the storytelling, enabling the fleece to do the volume. Credibility flows downhill. Few mid-market retailers have an equivalent hero product with decades of history behind it.

There is evidence that the broader strategy has been working. In fiscal 2025, Roots sales increased 5.6 per cent, direct-to-consumer comparable sales rose 9.5 per cent and the company returned to annual profitability, reporting net income of $4.7 million after a $33.4-million net loss the previous year. During the second quarter, direct-to-consumer comparable sales increased 17.8 per cent. The collaboration engine was running again.

The difference between the company’s IPO price and the price of the current transaction also raises an interesting question about how the public markets valued Roots relative to the capabilities and opportunities within the brand. Roots went public at $12 per share in 2017, compared with $4.10 per share under the current take-private agreement. The acquisition price does, however, represent a significant premium to where Roots shares traded before the company announced its strategic review.

Marquee’s business model helps explain why those underlying assets matter. The company owns intellectual property and works with partners to extend brands into new markets, channels and product categories. A brand with no differentiated proposition gives a licensor nothing to export. Roots gives Marquee a Canadian identity proposition already proven to travel, from Taiwan to a Vancouver airport to a T-shirt about a bagel shop.

There are three lessons other mid-market retailers can take from what Roots has done:

  1. Identify and reinforce the value proposition. A clear understanding of what makes Roots unique has allowed the company to communicate that value more clearly to customers.
  2. Find adjacent markets where the customer is already primed. Rather than approaching every new market through a conventional expansion or e-commerce-first strategy, Roots has sought places where customers may already be looking for what the brand offers. Travel retail is a particularly clear example.
  3. Own the infrastructure that supports the brand. Roots kept its Toronto leather operation and a hero product with a history stretching back to 1979. Those assets give its collaborations credibility and allow Roots to amplify its value proposition by working with others.

Being in the middle of the market is not inherently the problem. The problem comes when customers can no longer identify why they should pay the middle price. Roots offers a useful lesson in what can happen when a retailer identifies that reason, protects the assets behind it and makes the value increasingly visible.

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Samsung Canada Reinforces Role of Physical Retail as Technology Evolves

New Samsung store opening at CF Richmond Centre in Richmond, BC

Samsung Electronics Canada is expanding its national retail presence as it takes a deliberate approach to the role of physical stores in an increasingly connected shopping environment.

The company recently added Samsung Experience Stores at CF Market Mall in Calgary, CF Carrefour Laval in Laval, Quebec, and CF Richmond Centre in Richmond, British Columbia. The openings build on Samsung’s existing network, which includes locations at Square One Shopping Centre in Mississauga, Yorkdale Shopping Centre, CF Sherway Gardens, Scarborough Town Centre, Montreal Eaton Centre and Metropolis at Metrotown.

Krista Collinson, Head of Direct-to-Consumer at Samsung Electronics Canada

Together, the new stores reflect Samsung’s view that physical retail remains an important part of how consumers discover and engage with technology. The locations serve several purposes, including product exploration, education and support before and after a purchase.

“Physical retail in Canada is approached with discipline and intention,” said Krista Collinson, Head of Direct-to-Consumer at Samsung Electronics Canada. “Our focus is not on expansion for its own sake, but on creating meaningful, experience-led destinations where customers can interact directly with our technology.”

Physical Retail as an Experience Destination

Samsung’s recent openings extend its branded retail presence into several major Canadian markets. The CF Market Mall store is the company’s first Samsung Experience Store in Alberta, while the Richmond location expands its presence in Metro Vancouver and the Carrefour Laval store strengthens its retail network in Quebec.

The three shopping centres were also among the country’s highest-performing malls in ICSC’s 2024 Canadian Mall Property Performance rankings. CF Richmond Centre ranked fourth nationally, CF Carrefour Laval ranked tenth in Canada and first in Quebec, and CF Market Mall ranked fourteenth nationally among the participating properties.

Their selection reflects Samsung’s focus on prominent shopping destinations where customers are already browsing, purchasing and spending time. Mall quality, placement within the centre, store size and neighbouring brands all form part of the company’s evaluation process when considering a location.

Samsung’s retail strategy comes as shoppers move between online research, mobile apps, social platforms and in-store visits. This has expanded the role of physical retail for technology brands, particularly where products benefit from hands-on demonstrations and expert guidance.

Across its Experience Store and Express formats, Samsung uses physical retail to demonstrate how mobile devices, connected technologies and its wider ecosystem can fit into daily life. Customers can test products, compare features, ask questions and receive guidance from trained store teams.

Visitors can explore Galaxy AI features and see how smartphones, wearables, tablets, PCs and other connected devices work together within the Samsung ecosystem. At its stores, Samsung also uses cross-merchandising and interactive product demonstrations to present devices as part of a connected experience.

“An intentional opening means the space exists to deepen understanding, provide service access, and foster meaningful interaction, not simply to expand footprint,” Collinson said.

New Samsung store opening at CF Richmond Centre in Richmond, BC

Helping Customers Understand Connected Experiences

Education sits at the centre of Samsung’s retail strategy.

As consumers adopt more connected devices and AI-powered features, Samsung sees its stores as places where customers can understand how new technologies work and how they may apply to their own routines. That includes Galaxy AI features such as Live Translate, Now Brief, photo editing and video creation, along with SmartThings experiences connecting mobile devices, televisions, audio products and home appliances.

Samsung’s approach is part of its wider ambition to become a “companion to AI living,” a vision shared by TM Roh, CEO and Head of Samsung Electronics’ Device eXperience Division, during the company’s CES 2026 remarks.

The vision centres on embedding AI across Samsung’s products, services and connected experiences in a way that feels natural, personal and dependable. Physical stores support that objective by giving customers an opportunity to experience the technology firsthand and understand how individual features may be relevant to their lives.

Samsung’s position is that artificial intelligence should feel approachable and practical. In-store demonstrations allow customers to experience those capabilities directly, with staff explaining features based on individual needs and interests.

“Our stores are designed to make technology approachable through interactive displays, hands-on experiences, and personalized guidance,” Collinson said. “That personalized approach helps simplify AI, build confidence, and show customers how Samsung technology can add value to their everyday lives.”

That educational role becomes increasingly important as Samsung’s product ecosystem expands. A customer may visit a store to explore a smartphone and discover how it connects with wearables, tablets, PCs, televisions and home appliances.

The value of physical retail is especially clear when several products are demonstrated together. AI-powered features and cross-device continuity can be easier to understand when customers can see and test how the devices interact.

Service, Support and Customer Confidence

The role of Samsung’s stores continues after a purchase is complete.

Store teams support customers with device trade-ins, Samsung Care+, data transfers, product setup and SmartThings integration. For many consumers, setting up a new device can be one of the most important parts of the ownership experience, particularly when moving from an older device or connecting several products across the Samsung ecosystem.

The company says in-store expertise is central to its Experience Store model. Store teams receive product training, leadership development, coaching and ongoing learning support so they can provide technical guidance and personalized recommendations.

“In-store expertise is foundational to the Samsung Experience Store model,” Collinson said. “Our store teams do much more than help customers make a purchase. They provide technical guidance, troubleshooting support, and personalized recommendations that help customers get the most from their Samsung products and connected experiences.”

This service-oriented approach recognizes that the customer relationship extends well beyond the sale. Samsung also measures success through trust, loyalty, retention and continued engagement with the brand.

A return visit for technical support, interest in another product category or a recommendation to another customer can all indicate that a store is creating value over time.

The Omnichannel Experience

Samsung’s physical locations are designed to complement the company’s digital ecosystem.

A customer may first encounter a product through digital advertising, creator content, social media, Samsung Members, Samsung.com or the Samsung Shop App before visiting a store. Others may research online and use a physical location for product comparison, pickup, returns or post-purchase support.

Samsung’s retail network supports buy online, pick up in store, in-store returns, trade-in programs, financing and direct-to-home delivery for products such as televisions, monitors and appliances. Store teams can also assist with “endless aisle” purchases, allowing customers to select products in a store and have them shipped directly to their homes.

The new locations in Calgary, Laval and Richmond also provide access to Samsung Care+, technical support, device troubleshooting and online pickup capabilities.

“Ultimately, it comes back to One Samsung: creating a connected experience across every channel so customers can engage with us in the way that works best for them,” Collinson said.

The path to purchase may involve several interactions before a decision is made. Customers can also return to the brand through service, support, upgrades or exploration of additional product categories after the sale.

New Samsung store opening at CF Richmond Centre in Richmond, BC

An Intentional Approach to Canadian Expansion

Samsung says its Canadian store growth is guided by long-term strategy and the value a physical location can provide within its market.

When evaluating new locations, the company considers the local customer base, population growth, brand affinity, trade-area reach and how consumers engage with Samsung products and services. Its goal is to open stores where hands-on product experiences, expert support and personalized service can strengthen the company’s relationship with the surrounding community.

The stores at CF Market Mall, CF Carrefour Laval and CF Richmond Centre demonstrate that national approach. Their openings broaden Samsung’s direct retail presence across Alberta, Quebec and British Columbia, while the Square One store strengthens the company’s network in the Greater Toronto Area.

Over the long term, Samsung aims to make its branded store experience accessible to 90 per cent of Canadians. The objective reflects its belief that in-person experiences remain valuable as consumers discover products and learn how emerging technologies work.

Each store maintains a consistent Samsung brand experience while responding to the community it serves. That can include language support, cultural understanding, local activations and outreach to students, new Canadians and small businesses.

“While we maintain a consistent Samsung experience across our store network, it’s equally important that each location reflects the community it serves,” Collinson said.

Community demographics and local demand can also shape the store experience. In some markets, small-business needs may lead to dedicated business-to-business sections or enterprise showcases. Other locations may place greater emphasis on hands-on discovery, personalized guidance or connected-home education.

The Future of Branded Technology Retail

Samsung expects branded technology stores to keep developing as immersive destinations where customers can experience AI-powered devices and connected ecosystems firsthand.

That development comes as consumers expect their devices to work together across different aspects of daily life. Physical retail gives Samsung an opportunity to make those connections tangible and to demonstrate how its products, services and AI features operate within a wider ecosystem.

“Customers are not just looking for a place to transact,” Collinson said. “They want support, education, convenience, and experiences that help them understand how products can fit into their lives.”

Samsung’s latest openings across Alberta, British Columbia and Quebec show how the company is putting that strategy into practice across Canada. Its stores provide places where customers can ask questions, try new technologies and learn how connected devices may fit into their lives.

As Samsung advances its vision of becoming a companion to AI living, physical retail will remain one of the places where that ambition becomes visible, practical and accessible to Canadian consumers.

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GARAGE to open new Birmingham store as Montréal brand expands international reach

GARAGE is taking its UK expansion one step further with a new location at Birmingham’s iconic Bullring opening in early 2027.
GARAGE is taking its UK expansion one step further with a new location at Birmingham’s iconic Bullring opening in early 2027.

Montréal-based clothing retailer GARAGE plans to open a new store at Birmingham’s Bullring shopping centre in early 2027 as it continues its expansion in the United Kingdom and broadens its international online shipping.

The Birmingham location will be the latest in a series of UK openings for the brand, which has already established stores at Bluewater Shopping Centre, Oxford Street in London and Manchester Arndale. GARAGE also plans to open another location at the Trafford Centre this fall.

The company said the Bullring opening is part of a broader period of international growth as it expands its physical retail presence while increasing the number of countries it serves through its online business.

“We’re incredibly excited to bring GARAGE to Birmingham. The energy and response we’ve seen across the UK have been impressive. Bullring is exactly the kind of destination we look for as we grow internationally: high profile, highly relevant and closely connected to a community that has fully embraced the brand,” said Romina Kolodziejska, Vice President, Global Real Estate & Store Development at Groupe Dynamite Inc. “As GARAGE continues to build momentum, our growing international digital reach gives us more opportunities to connect with customers wherever they are.”

The retailer said its upcoming Trafford Centre store will add to its presence in the UK this fall, ahead of the planned Birmingham opening in early 2027.

Alongside the store expansion, GARAGE has expanded its e-commerce shipping to nine additional countries in response to what it described as growing international demand.

The company now ships to Australia, Austria, Belgium, France, Germany, Italy, the Netherlands, Ireland and Spain.

Photo: GARAGE
Photo: GARAGE

The expanded shipping footprint gives the retailer an additional way to reach customers outside the markets where it operates physical stores, as it continues to develop its international business.

GARAGE is marking its 50th anniversary this year. The company, part of Groupe Dynamite with the DYNAMITE brand as well, was founded in Montréal and has built its retail presence across North America, with the brand now expanding into the UK and other international markets.

The company said it focuses on clothing and monthly product releases and has developed a following across North America. Its international expansion now includes both brick-and-mortar locations and online sales.

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Reitmans Names Lilly Singh and Katherine Levac as New National Ambassadors for Fall 2026 Campaign

Reitmans photo
Reitmans photo

On Monday, August 17, Reitmans brought fashion courtside at Scotiabank Arena, transforming the Toronto Tempo court into a live runway for 146 guests, composed of creators, media and cultural personalities, to reveal its Fall 2026 collection and new national ambassador lineup.

The event served as the official launchpad for new campaign ambassadors Lilly Singh (Tempo’s Chief Hype Officer) and Quebec comedian Katherine Levac, who will anchor Reitmans’ upcoming nationwide campaign launching September 8.

Key Campaign Details:

  • New Campaign Faces: Pairing Lilly Singh and Katherine Levac to execute a unified national strategy with messaging tailored for both English Canada and Quebec.
  • Activating Sports Partnerships: Building on its role as Official Partner of the Toronto Tempo and Presenting Partner of The Rhythm Section to connect fashion with women’s sports.
  • Content to E-Comm: The courtside runway was designed to generate multi-channel digital creative and power a dedicated “Shop the Look” e-commerce integration.
Lilly Singh and Katherine Levac
ReitmaLilly Singh and Katherine Levacns x Toronto Tempo

In an interview with Retail Insider, Isabelle Bonin, Vice President, Marketing, e-Commerce & Visual Presentation at Reitmans, spoke about the company initiative.

Question: What is Reitmans’ broader business and marketing strategy behind pairing Lilly Singh and Katherine Levac as the brand’s new national ambassadors?

Answer: We’re continuing to evolve how Reitmans connects with Canadian women by showing up in the cultural moments and communities that matter to them, from fashion and entertainment to women’s sports.

Lilly and Katherine each bring a distinct voice to that story. Lilly’s role as Chief Hype Officer of the Toronto Tempo creates a natural connection to our partnership with the team, while Katherine’s wit, authenticity and distinctive point of view have earned her a meaningful connection with audiences in Quebec and across the country.

Together, they allow us to tell one cohesive national story through two distinctly Canadian voices, both grounded in confidence, individuality and personal style.

Their involvement also extends well beyond the Fall Preview. Lilly and Katherine are the faces of our integrated Fall campaign launching later in September. This partnership is part of our broader strategy to make Reitmans more expressive, culturally connected and relevant to both existing and new customers.

Q: How does Reitmans expect its partnerships with the Toronto Tempo and The Rhythm Section to strengthen the brand’s connection with women’s sports and reach new customers?

A: For 100 years, Reitmans has supported women through every stage of their lives. Championing women’s sports is a natural extension of that legacy and of our belief in the confidence, ambition and collective power of women.

Our commitment is rooted in our values, not in a moment or trend. Our partnership with the Toronto Tempo and our role as Presenting Partner of The Rhythm Section give us a meaningful way to bring that commitment to life.

It also goes well beyond traditional sponsorship. Bringing our Fall collection onto the Tempo court, for example, created an experience where fashion, sport, entertainment and community came together.

The partnership allows Reitmans and Hyba to connect with new audiences while offering our existing customers another way to experience the brands. As women’s sports receive the recognition and visibility they have long deserved, we want to contribute to that progress and build a meaningful, long-term presence in the community.

Q: What role will the Fall 2026 campaign and its “Shop the Look” e-commerce integration play in Reitmans’ overall digital and retail strategy?

A: The Fall campaign is designed to connect inspiration more directly to the shopping experience and make it simpler for customers to build a complete look.

Rather than presenting key items in isolation, we’re showing customers how pieces can be styled and worn together. A customer might discover a look through Lilly or Katherine, encounter it through social or digital content, and then move directly into our dedicated Shop the Look experience on Reitmans.com, where she can easily explore and shop the full outfit.

With the collection also available in stores nationwide, that same styling story continues across our digital and physical channels. Customers don’t think in terms of channels, they simply experience Reitmans. Our role is to make that experience feel connected, inspiring and easy, from discovering a look they love to making it their own.

Q: How much investment is Reitmans making in the Fall 2026 campaign, and how does that compare with previous major national campaigns?

A: We don’t disclose campaign investment figures or characterize the size of our marketing investments.

What we can share is that Fall 2026 reflects a more integrated approach to marketing. Our ambassadors, experiential activations, social and digital content, e-commerce experience and Toronto Tempo partnership are working together as one connected platform, designed to strengthen brand relevance, engage customers and support commercial performance.

Image Credit: Ben Rahn/A-Frame [www.aframestudio.com] (CNW Group/Reitmans (Canada) Ltd)

Q: What are the key business objectives Reitmans hopes to achieve from the campaign, and how will the company measure its success?

A: At its core, this campaign is part of our broader strategy to change how Canadians see Reitmans. As we enter our next century, we want more women to see the brand as modern, fashion-relevant and reflective of their lives today.

That shift in perception supports three clear business objectives: strengthening our relationship with existing customers, introducing Reitmans to new audiences and driving demand for our Fall collection.

We’ll measure success through both brand and commercial performance, from reach, engagement and shifts in consideration and perception to customer acquisition, traffic, conversion and sales.

Ultimately, success means turning a stronger, more contemporary perception of Reitmans into deeper customer relationships and sustainable growth.

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Corby Spirit and Wine Limited sees record full-year Fiscal 2026 results 

Corby Spirit and Wine Ltd. photo
Corby Spirit and Wine Ltd. photo

Toronto-based Corby Spirit and Wine Limited, a leading Canadian manufacturer, marketer and importer of spirits, wines and ready-to-drink cocktails, announced Wednesday its financial results for the fiscal fourth quarter and the year-ended June 30, 2026, indicating record full-year results with 11% organic revenue growth, driven by continued ready-to-drink (RTD) beverage expansion and market share gains in spirits.

Highlights included:

  • Q4 Revenue of $71.1 million (-1% year-over-year) and Organic Revenue flat. FY26 Revenue of $271.6 million (+10%) and Organic Revenue +11%;
  • Q4 Adjusted EBITDA of $14.7 million (-5%). FY26 Adjusted EBITDA of $67.5 million (+5%);
  • Q4 Adjusted Net Earnings of $7.4 million (-1%) (Reported +4%). FY26 Adjusted Net Earnings of $35.1 million (+15%) (Reported +22%); and 
  • Quarterly Dividend declared $0.25 per share, an increase of +4.2%
Florence Tresarrieu
Florence Tresarrieu

“Fiscal 2026 was a pivotal year for Corby. We delivered double-digit revenue growth despite a challenging and volatile industry environment, driven by the continued expansion of our RTD portfolio and the resilience of our spirits business. Earnings growth outpaced revenue growth through disciplined cost management and strong commercial execution, underscoring the strength of our strategy, portfolio, and partnership,” said Corby’s President and Chief Executive Officer, Florence Tresarrieu.

“We also took important steps to further sharpen our portfolio and position the business for long-term value creation. The divestment of certain non-core ABG brands allows us to focus upon growing our position as one of the leading RTD players in Canada while the disposal of the Lamb’s brand further aligned our portfolio with higher-margin growth opportunities and our strategic priorities.

“Looking ahead, we expect FY27 to bring continued market uncertainty, including questions around the return of U.S. products to Canadian shelves and a more challenging comparison base following this year’s strong performance. Even so, we remain focused on delivering profitable growth while maintaining a strong balance sheet and supporting a sustainable dividend for shareholders.

“We will achieve this through continued investment behind our core brands and building on the momentum of our RTD business, while maintaining disciplined cost management.”

Corby Spirit and Wine Ltd. photo
Corby Spirit and Wine Ltd. photo

The company said revenue for the fourth quarter of fiscal 2026 was $71.1 million, a decrease of $0.9 million or 1% compared to the same period last year. Organic revenue, which excludes the contributions in both the current period and the comparable period from non-core brands that have been disposed, was flat year-over-year.

Corby said revenue for FY26 totaled $271.6 million, an increase of $24.9 million or 10% year-over-year.

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