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Walmart Connect launches self-serve onsite display platform to expand retail media capabilities

Walmart Canada photo
Walmart Canada photo

Walmart Connect is expanding its retail media capabilities with the launch of a new self-serve onsite display platform, giving advertisers greater control and flexibility in reaching high-intent shoppers.

Powered by Walmart’s global retail technology, the platform introduces an auction-based buying model, enabling advertisers to set bids dynamically and align spend to real-time demand. Unlike traditional managed-service display, advertisers can now build and launch campaigns end-to-end within a single platform, accelerating speed to market while maintaining access to managed-service options.

Key capabilities include:

  • AI-powered optimization
  • Advanced targeting
  • Real-time forecasting and inventory visibility
  • On-demand reporting and conversion insights

To support adoption, Walmart Connect has also launched a new Onsite Display learning module within Walmart Connect Academy, available in English, French, and Mandarin. 

This launch underscores Walmart Connect’s continued investment in expanding access to retail media, bringing greater control, transparency, and measurable performance to advertisers of all sizes. 

“As retail media continues to evolve, advertisers are looking for more transparency in how they manage campaigns. Our Self-Serve Onsite Display Platform gives brands the flexibility to manage campaigns directly while continuing to benefit from Walmart’s trusted shopping environment and first-party insight,” said Lesley Conway, Head of Walmart Connect Canada, VP Walmart Media Group.

“This launch is part of our ongoing commitment to making Walmart Connect’s advertising ecosystem more accessible, scalable and performance driven. By leveraging Walmart’s retail technology, we’re providing advertisers with the insights and tools to better understand campaign performance throughout the shopping journey.”

Conway said the introduction of an auction-based buying model gives advertisers greater flexibility and control by allowing them to build, launch, and optimize campaigns directly within a single platform. 

“Advertisers can adjust bids in real time based on campaign goals and market demand, while leveraging forecasting, inventory visibility, and on-demand reporting to monitor performance throughout the campaign lifecycle,” she said. 

“For advertisers who prefer additional support, Walmart Connect’s managed-service offering remains available, giving advertisers the flexibility to choose the approach that best fits their needs.” 

Conway said the platform is designed to support advertisers at every stage of their retail media journey.

“Larger brands can efficiently manage complex campaigns, while the intuitive self-serve experience lowers the barrier to entry for smaller advertisers looking to leverage Walmart Connect’s Onsite Display capabilities,” she said.

“To help advertisers get started, Walmart Connect Canada Academy offers a dedicated Onsite Display learning module in English, French and Mandarin, making it easier for brands of all sizes to build confidence and maximize platform value.”

Walmart Canada photo
Walmart Canada photo

Conway said these capabilities help advertisers maximize performance by providing greater visibility, insights, and control throughout the campaign lifecycle.  

“AI-powered optimization automatically adjusts delivery toward campaign objectives, while advanced targeting helps brands connect with relevant audiences at key moments in the shopping journey,” she said.

“Combined with real-time forecasting, inventory visibility, and on-demand reporting, advertisers can monitor performance as it happens, adjust, and better evaluate the impact of their investment.”

At Walmart Connect, the focus is on helping advertisers reach shoppers when purchasing intent is high through solutions that are easy to use, measurable, and backed by Walmart’s retail expertise, added Conway.

“Our self-serve display platform gives advertisers greater choice and flexibility, supported by Walmart’s first-party insights and capabilities such as AI-powered optimization, advanced targeting, real-time forecasting, and transparent reporting – all within a single platform.”

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BodyMods to open first Alberta studios with two Calgary locations

CF Chinook Centre photo
CF Chinook Centre photo

BodyMods will expand into Alberta for the first time this year with the opening of two studios in Calgary, marking the Canadian company’s latest step in its Western Canadian growth strategy.

The company said its first Alberta location will open at CF Chinook Centre on Aug. 15, followed by a second studio at CF Market Mall on Oct. 1. The openings will bring BodyMods’ network to 12 locations and represent its first move beyond British Columbia.

On the company website it also said a studio is coming soon to Edmonton’s Southgate Mall.

Founded in 2002 by Sarah Bolton and Nathan Arnold, BodyMods said the Alberta expansion is part of a broader growth plan that includes establishing 12 additional studios by 2028. The company said it currently operates 10 locations across British Columbia specializing in body jewellery retail, professional piercing services and tattooing.

The Calgary studios will offer the company’s full range of body jewellery as well as professional piercing and tattoo services. Customers will also be able to receive jewellery styling advice and consult on custom tattoo work.

Arnold said the company’s growth reflects changes in public acceptance of body piercing and tattooing since it launched more than two decades ago.

“When we started BodyMods, body piercing and tattooing simply weren’t as widely accepted as they are today. We spent a lot of time convincing people that this industry could be professional, welcoming, and a natural fit for shopping centres,” said Arnold. “We believed in its potential long before it became part of the mainstream, and we set out to build a company that would help redefine what people could expect from body modifications. Bringing BodyMods to Alberta is another step in that journey, and we’re excited for what’s still to come.”

The company said it was established after Bolton and Arnold identified what they saw as a gap in the market for a business focused on professional body piercing and tattoo services in what they described as a safe and inclusive environment.

According to the company, its expansion has coincided with broader acceptance of body piercing and tattooing as forms of personal expression among Canadians of different ages and backgrounds.

Bolton described the Calgary openings as a significant milestone for the business and its long-term growth.

“Opening in Calgary is a milestone we’re incredibly proud of. It’s an opportunity to introduce more Canadians to BodyMods and everything we’ve spent more than two decades building,” said Bolton. “Opening in two of Calgary’s premier shopping centres is a reminder of how far our industry has come. Over the past 20 years, BodyMods has helped shape the industry we see today, and we’re excited to be part of where it goes next.”

The Chinook Centre studio, identified by the company as Studio 9, will be located at 6455 Macleod Trail S.W. The Market Mall location, identified as Studio 10, will open at 3625 Shaganappi Trail N.W.

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Longines to Open First Canadian Boutique in Downtown Vancouver

Longines construction site at 765 Burrard Street in Vancouver. Photo: Marcus & Millichap

Swiss watchmaker Longines will open its first Canadian boutique in downtown Vancouver, joining the city’s growing concentration of luxury watch and jewellery stores.

Construction is underway at 765 Burrard Street, where Longines-branded hoarding now covers the storefront. The corporately operated boutique will span just over 1,000 square feet within the commercial building commonly identified as 755 Burrard Street, at the intersection of Burrard and Alberni streets.

Trevor Thomas of JLL represented Longines in the lease transaction. Mario Negris and Martin Moriarty of Marcus & Millichap represented the landlord.

An opening date has not been announced.

Longines is already distributed nationally through authorized watch and jewellery retailers, with dozens of points of sale across Canada. The Vancouver store will be the brand’s first dedicated boutique in the country.

A Strategic Downtown Location

Longines has selected one of Vancouver’s most prominent luxury retail settings for its Canadian debut.

Cartier occupies the corner storefront in the same building, while Tiffany & Co. operates a large flagship across Alberni Street. Hermès, Louis Vuitton, Dior and Gucci are nearby, and Alberni Street extends west from the intersection through a dense collection of luxury fashion, watch and jewellery boutiques.

The location is immediately north of Robson Street, one of downtown Vancouver’s busiest and best-known shopping corridors. It gives Longines proximity to established luxury brands, along with the pedestrian traffic, hotels, offices and tourism activity concentrated around Burrard and Robson streets.

Retail Insider has long referred to the area surrounding Burrard, Alberni and Thurlow streets as Vancouver’s Luxury Zone. Longines will be positioned near its eastern entrance, where the broader downtown shopping district transitions into a concentrated collection of international luxury storefronts.

The setting places the boutique among some of the best-known names in jewellery and watchmaking while keeping it highly visible to shoppers moving between Robson, Burrard and Alberni streets.

Alberni Street at Burrard Street in Downtown Vancouver. Photo: Lee Rivett.

Joining a Growing Watch and Jewellery Cluster

The opening will add Longines to an increasingly significant cluster of dedicated watch boutiques in downtown Vancouver.

Rolex currently operates a boutique at 1119 Alberni Street, while Tudor and Chopard have neighbouring locations at 1106 and 1108 Alberni Street. The Tudor and Chopard boutiques were opened by local operator Global Watch Company as luxury retail activity expanded westward along Alberni.

Other watch houses on the same block as Longines include IWC Schaffhausen, Panerai, Jaeger-LeCoultre and Vacheron Constantin, forming one of Canada’s most concentrated collections of mono-brand watch boutiques.

Many of those brands are part of Swiss luxury group Richemont. Cartier, which occupies the corner of the 755 Burrard building, also belongs to Richemont in an owned space.

Longines is part of Swatch Group, whose portfolio includes Omega, Tissot, Blancpain, Breguet and Harry Winston. Its arrival will further diversify the ownership and pricing mix represented in the district.

The brand generally occupies a more accessible segment of the luxury watch market than some of the haute-horlogerie houses located farther west on Alberni. Its assortment spans dress watches, sports models, aviation-inspired timepieces and diving watches, giving the boutique broad appeal across the luxury market.

Its arrival expands the range of dedicated Swiss watch retail available downtown and strengthens the district’s appeal as a destination for watch shoppers.

A Swiss Watchmaker Dating to 1832

Longines was founded in 1832 in Saint-Imier, Switzerland, where the company remains based. It is recognized by its winged-hourglass emblem, described by Swatch Group as the oldest registered trademark still used in its original form.

The company built its reputation through precision timekeeping, technical innovation and longstanding associations with aviation, equestrian sport, alpine skiing and other timed competitions. Its current collections include Conquest, HydroConquest, Longines Spirit, the Master Collection, DolceVita and La Grande Classique.

Longines combines nearly two centuries of Swiss watchmaking history with pricing that is generally more attainable than that of many luxury watch houses operating nearby.

The brand appeals to mechanical-watch enthusiasts as well as customers seeking an established Swiss name for milestone purchases, gifts and formal occasions.

A dedicated boutique gives Longines greater control over the presentation of its history, collections and visual identity. It can also display a broader assortment than is typically available through an authorized multi-brand retailer and provide a customer experience centred entirely on the brand.

The Vancouver boutique will be corporately operated, representing a direct investment in the Canadian market.

Cartier store at 755 Burrard Street in downtown Vancouver. Photo: Lee Rivett

A Building With Deep Luxury-Retail Roots

The Longines boutique will become part of the history of 755 Burrard Street, a building that helped establish Vancouver’s modern luxury retail district in the early 1990s.

Chanel opened a roughly 1,300-square-foot boutique in the building in 1991. A Celine boutique operated next door through luxury retailer Collections International. The two stores helped establish Burrard Street as a destination for international luxury shopping before Alberni Street developed the concentration it has today.

Over the following decades, the building housed a changing collection of upscale retailers. Chanel and Celine were followed by tenants including Hermès, Coach and Wolford, while Cartier eventually established its current presence at the corner.

The former Chanel and Celine premises were later combined to accommodate Coach, which operated in the building for years before closing.

The former Coach space, immediately next to the future Longines boutique, is expected to welcome another upscale fashion tenant. The incoming brand has not been publicly announced.

Along with Cartier at the corner and Longines under construction, the latest leasing activity will strengthen the building’s luxury positioning.

The property’s longevity carries an architectural irony: the low-rise commercial building was originally conceived as a temporary development. More than three decades later, it remains at one of Vancouver’s most valuable and recognizable luxury retail intersections.

The building has adapted repeatedly as Vancouver’s luxury market has matured. Longines marks the beginning of its latest chapter.

Rolex and David Yurman at Oakridge Park in Vancouver. Photo: Craig Patterson

Downtown and Oakridge Develop Distinct Luxury Identities

The opening comes as Vancouver’s luxury retail market increasingly operates across two major destinations.

Downtown Vancouver’s Luxury Zone remains centred on Burrard, Alberni and Thurlow streets. It is characterized by street-facing boutiques, nearby luxury hotels and office towers, and a strong concentration of watch, jewellery and fashion brands.

Oakridge Park, located outside downtown on Vancouver’s west side, opened in May 2026 as a large mixed-use luxury shopping destination. Its retail offering includes international fashion houses, watch and jewellery brands, restaurants and extensive new residential development.

The two districts have developed different tenant mixes. Oakridge has attracted brands including Louis Vuitton, Bvlgari, Brunello Cucinelli and other global luxury names. Several major stores were still under construction when the project opened, including a large Chanel flagship.

Downtown retains a particularly strong concentration of brands belonging to Richemont and Kering. Richemont’s downtown presence includes Cartier and several specialist watch and jewellery houses. Kering brands also maintain a significant presence in the district. Neither group currently operates a comparable collection of open boutiques at Oakridge Park.

Vancouver now has two substantial luxury destinations with increasingly distinct identities.

Oakridge offers a purpose-built, enclosed shopping environment connected to a major residential redevelopment. Downtown offers an established street-retail ecosystem with a deeper concentration of mono-brand watch boutiques, luxury hotels and international tourism.

Longines’ decision to establish its first Canadian boutique downtown reinforces the continuing strength of the older district as investment and attention also flow toward Oakridge.

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KINTON RAMEN introduces children’s menu aimed at expanding family dining business

Kinton Ramen photo
Kinton Ramen photo

KINTON RAMEN has introduced a new children’s menu across participating Canadian locations as the restaurant chain looks to broaden its appeal to families through an interactive dining experience centred on Japanese cuisine.

The new Kids Menu combines a children’s meal with activities designed to introduce young diners to elements of Japanese language and culture while they eat. The offering is now available at participating locations, with the Kids Combo starting at $9.99.

The launch represents the company’s latest effort to strengthen its position among families by offering a menu tailored to younger customers while encouraging shared dining experiences.

“We believe some of the best food experiences are the ones that spark curiosity and bring families together,” said Alan De Luna, Senior Marketing Manager at Foodtastic, the parent company that owns and operates KINTON RAMEN. “We wanted to create something that encourages kids to be curious, get involved and enjoy discovering new flavours while sharing a meal with their families.”

The children’s menu includes an activity sheet featuring simple Japanese phrases, a noodle maze and food-matching games intended to engage children while introducing them to aspects of Japanese language, culture and cuisine.

The Kids Combo includes an Original Ramen made with pork broth and topped with corn, Naruto fish cake and take-style beef sausage, along with junior fries and a soft drink of the customer’s choice.

The company says the menu is intended to provide younger guests with an introduction to Japanese cuisine by combining familiar foods with items served at KINTON RAMEN restaurants.

“We’ve always believed in creating a ‘Bowl of Happiness’ for every guest, and we’re excited to extend that experience to families in a more meaningful way,” said De Luna. “As Japanese cuisine continues to grow as a Canadian favourite, more families are choosing KINTON RAMEN as a place to share new food experiences together. We want to make it easier for parents to introduce their children to Japanese flavours and culture in a way that feels fun, welcoming and approachable.”

The company says the launch is part of its continuing efforts to create dining experiences for families while expanding its presence in the Canadian market.

KINTON RAMEN was established in Toronto in May 2012 and operates under Foodtastic. The company says it was among the city’s first Japanese ramen restaurants and is led by Executive Chef Aki Urata and a team of ramen chefs.

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Clutch opens Halifax customer hub as online used-car retailer expands physical network

Clutch photo
Clutch photo

Clutch has opened a new customer hub in Halifax, adding another physical location to support its online used-vehicle business as the company continues expanding its operations across Canada.

The Halifax facility, located at 219 Hobson Lake Dr., will serve as a pickup and drop-off point for customers buying or selling used vehicles through Clutch.ca. The company said the opening is its third new physical location this year, following expansions into British Columbia and Ottawa.

The new hub reflects Clutch’s continued investment in physical locations to support its digital business model by providing customers with in-person services alongside its online platform.

The Halifax site spans 11,000 square feet on a three-acre property and is intended to support customers completing vehicle transactions through the company’s website. Clutch said the location is designed to provide pickup and drop-off services, on-site customer assistance and guidance for buyers and sellers using its online marketplace.

“Opening our new Halifax Customer Hub is an exciting milestone as we continue expanding our presence across Canada,” said Dan Park, CEO of Clutch. “We’ve seen how valuable physical locations are in giving customers more choice, whether they want to complete everything online or connect with our team in-person.”

The company said the Halifax hub will offer several customer services, including vehicle pickup and drop-off for purchases and sales completed through Clutch.ca, on-site staff to facilitate vehicle handoffs, and assistance for customers navigating the online buying and selling process.

Customers visiting the location will also be able to browse the company’s online vehicle inventory using in-store computers with assistance from staff. Clutch said employees will also help customers list vehicles online and receive an offer based on the vehicle’s value.

“Our Customer Hubs are designed to complement Clutch’s digital-first experience by giving customers another way to engage with us,” said Stephen Seibel, Founder of Clutch. “Whether someone is picking up a vehicle, selling their current one, or looking for guidance through the process, the Halifax team will provide the same seamless, customer-first experience that has helped us grow across the country.”

TORONTO – Clutch CEO Dan Park (left) and COO and Founder Steve Seibel are creating an end-to-end e-commerce experience for car buying in Canada. Clutch launched in 2016 in Halifax and entered the Toronto market earlier this year. Glenn Lowson photo (CNW Group/Clutch)

According to the company, services available at the Halifax hub include:

  • Vehicle pickup and drop-off for customers buying or selling vehicles through Clutch.ca.
  • On-site staff to assist with vehicle handoffs.
  • Access to the company’s online inventory through in-store computers with staff available to help customers navigate listings and compare vehicles.
  • Assistance with listing vehicles online and obtaining an offer based on the vehicle’s value.
  • In-person guidance on the online vehicle buying and selling process.

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Canadian Consumers Increasingly Verify Wellness Claims Before Buying: CHFA Study

A man shops in a grocery store. Image: RI/Google

Canadian consumers continue to seek out natural, organic and wellness products, but many are taking a more deliberate approach to the claims attached to them.

Packaging remains an important starting point. From there, shoppers may consult brand websites, health professionals, online reviews, friends and family, and emerging tools such as artificial intelligence before deciding whether a product deserves their confidence.

New research from the Canadian Health Food Association suggests that claims and certifications can help a product enter the consideration set. When the final decision is made, however, quality, effectiveness and price tend to carry greater weight.

The findings are contained in Triple Exposure: Trust, Transparency and Trade-Offs, a consumer report released by CHFA in July 2026. The research is based on an online Leger survey conducted between November 25 and December 11, 2025, involving 1,506 Canadians aged 18 and older.

Results were weighted to reflect the Canadian population by age, gender and region. The sample also included 418 “Wellness Superconsumers,” described in the report as highly engaged early adopters whose behaviour can offer an indication of where the broader market may be heading.

The report presents a wellness market where trust remains intact, although much of it is conditional. Consumers have not broadly rejected wellness claims or third-party certifications. They are becoming more likely to seek context and outside reassurance before accepting them.

Editor’s Note: CHFA NOW Toronto 2026 takes place at Exhibition Place in Toronto, with the conference scheduled for Friday, September 25, and the trade show running Saturday, September 26, to Sunday, September 27. Retailer registration for the trade show is complimentary, with eligible retailers also able to participate in the Retailer VIP program.

Trust Remains, Although Strong Confidence Is Limited

More than half of Canadians surveyed said they trust product claims and third-party certifications to some degree.

Fifty-three per cent said they trust claims such as “natural,” “sustainable” or “science-backed,” while 60 per cent said they trust third-party certifications.

Strong confidence was considerably less common. Only five per cent said they strongly trust product claims, and nine per cent strongly trust certifications.

Distrust was higher for claims created or presented by companies. Thirty-seven per cent said they somewhat or strongly distrust product claims, compared with 25 per cent who expressed distrust toward third-party certifications.

The large number of respondents who fell into the “somewhat trust” category is central to the report. These consumers appear receptive, though their confidence may depend on the information they encounter later in the shopping process.

Trust also varied among consumer groups. Wellness Superconsumers reported much higher trust in certifications and product claims than the population overall. Younger Canadians were generally more receptive to certifications, while Quebec respondents showed greater skepticism.

The findings point to a market where a recognizable phrase or logo may attract attention without securing the sale. Consumers may still expect understandable ingredient information, sourcing details, research or an explanation of the standards behind a certification.

Packaging Starts a Broader Research Process

CHFA’s research describes a purchasing journey that unfolds across several stages.

Product claims and packaging help consumers decide whether an item appears relevant to their needs. Some shoppers then seek reassurance from other sources before comparing products on performance, quality and price.

Packaging was the most commonly cited source of information about claims and certifications, identified by 39 per cent of the general population.

Consumers also reported turning to doctors and medical professionals, brand websites, online reviews and Reddit discussions, friends and family, nutritionists and dietitians, social media, retail employees and AI tools.

Those sources do not carry equal authority.

Seventy-nine per cent said they trust product packaging as an information source, while 69 per cent trusted doctors and medical professionals. Brand websites were trusted by 56 per cent.

Online reviews and Reddit discussions earned the trust of 45 per cent, followed by friends and family at 43 per cent and nutritionists or dietitians at 42 per cent.

AI tools, social media and influencers ranked much lower. Twenty-one per cent said they trust AI tools for information about claims or certifications, while 19 per cent trusted influencers or public figures.

The results suggest consumers are comparing information across multiple touchpoints. Packaging and brand communications remain influential, but shoppers may test those messages against professional advice, independent commentary and the experiences of other consumers.

Consistency therefore becomes important. A claim displayed prominently on a package may lose credibility when a retailer’s product page offers little explanation, the certification is unfamiliar, or outside information appears to conflict with the brand’s message.

Retail product pages, shelf communication and knowledgeable employees can help answer questions that packaging cannot fully address. CHFA also identifies QR codes and other scannable resources as possible ways to connect shoppers with certification details, sourcing information and supporting research.

Familiar Wellness Language Faces Greater Scrutiny

Canadian consumers continue to look for wellness-related claims, but broad marketing terminology appears to be losing some of its persuasive power.

One in five respondents said their trust in product claims had declined during the previous two to three years. Among that group, 63 per cent cited the overuse of terms such as “natural” and “clean” as a reason.

Misleading claims were identified by 15 per cent of those whose trust had declined. Other respondents pointed to brands prioritizing image over honesty, difficulty identifying trustworthy information, conflicting media messages and increased exposure to misinformation.

The distinction is important. The study does not show that 63 per cent of all Canadians reject “natural” or “clean” products. That figure applies specifically to the respondents who reported declining trust.

Consumers continue to seek out claims that help them evaluate products. Three-quarters of respondents said they look for at least one claim, with locally made, natural ingredients and “free from” among the most frequently sought.

Claims tied to specific and understandable product attributes generally appear to retain more credibility than broad language that is difficult to define or verify.

For brands competing in crowded wellness categories, familiar terminology may offer limited differentiation when several products on the same shelf use similar wording.

A term such as “clean” may earn initial attention, but shoppers may still want to know what it means for a particular ingredient list, formulation or production process.

The report encourages brands to support broad claims with precise information. Retailers can reinforce that effort by emphasizing meaningful product differences and making complex categories easier to understand.

Certifications Carry Weight, but Understanding Varies

Third-party certifications command greater overall trust than product claims, although recognition and understanding differ widely among Canadian consumers.

Fourteen per cent of respondents said their trust in certifications had declined over the previous two to three years.

Among that group, 52 per cent cited difficulty knowing who was behind a certification or how credible the organization was. Eighteen per cent pointed to increased exposure to misinformation, while 12 per cent cited the presence of too many misleading certifications.

Other concerns included uncertainty about how certifications are awarded, conflicting information, unfamiliar standards and the overuse of certification seals.

Canada Organic and Non-GMO Project Verified led the report’s certification rankings, earning the trust of 56 per cent and 55 per cent of respondents, respectively. Leaping Bunny or cruelty-free certification followed at 43 per cent. USDA Organic reached 40 per cent, while Rainforest Alliance was trusted by 39 per cent.

Recognition declined considerably across several other standards. Some certifications generated high levels of uncertainty, with respondents saying they did not know what the designation meant.

That uncertainty may matter as much as active distrust. A certification can be prominently displayed without communicating who created the standard, what requirements were met or how compliance is monitored.

Brief explanations on product pages, category pages and in-store materials could help close that information gap. The report recommends pairing certification marks with clear descriptions and giving consumers an accessible way to learn more about the standard.

Quality, Effectiveness and Price Close the Sale

Claims and certifications remain part of the decision-making process, but they do not outweigh the fundamentals that have long shaped retail purchases.

When respondents were asked to identify the most influential factors when choosing between two products, product quality ranked first, followed by effectiveness and price.

Canadian-made or locally sourced products, scientific support, natural ingredients and brand reputation followed.

Third-party certifications and product claims ranked considerably lower. Both remained ahead of packaging and design, though they trailed most practical considerations.

The report characterizes claims and certifications as factors that help a product qualify for consideration. They can signal alignment with a shopper’s values and reduce some of the perceived risk involved in trying an unfamiliar item.

The final decision is usually more practical. Consumers want to know whether the product works, whether its quality supports the price and whether its benefits are clear.

That finding has particular relevance for wellness products carrying premium price points. Certification marks and carefully developed claims may support a brand’s positioning, but shoppers may still expect a clear performance benefit or a meaningful point of difference.

Merchandising products around consumer needs, including sleep support, digestive health or energy, may help shoppers compare their options more easily. Straightforward information about performance expectations and price differences can also help consumers assess value.

AI Is Accelerating Product Research

Artificial intelligence is becoming another source of information for consumers researching health, diet and natural products.

Nearly three in ten Canadians said they had used an AI tool such as ChatGPT, Google Gemini or Perplexity for health-related information.

Usage reached 41 per cent among Canadians under 45, compared with 20 per cent among respondents over 45. Fifty-five per cent of Wellness Superconsumers reported using AI for health-related research.

Consumers remain cautious about the technology. Eighty-five per cent identified at least one concern about using AI for health or product research.

Accuracy was the leading concern, cited by 58 per cent. Difficulty verifying sources followed at 46 per cent. Lack of accountability and potential bias were each identified by 41 per cent, while 34 per cent raised privacy or data collection concerns.

The research positions AI as a starting point for questions and comparisons, without placing it on the same level as professional expertise. Consumers may use it to interpret ingredients, compare products or generate follow-up questions before confirming the information elsewhere.

Its influence on retail may come from speed. Consumers can now compare competing claims and search for supporting information within seconds, making inconsistencies and poorly explained language easier to identify.

Brands and retailers will therefore have another reason to keep product information accurate and consistent across packaging, websites and digital marketplaces.

Retailers Can Help Consumers Navigate the Category

The findings point to a wellness customer who remains interested in product claims and certifications but expects them to withstand closer examination.

Trust develops across a wider range of interactions. A package may capture attention, a certification may provide reassurance, and a product page or employee may answer additional questions. The purchase still depends heavily on whether the item appears effective, well made and worth its price.

Retailers have an opportunity to make that process easier.

Curated assortments can help consumers navigate categories filled with overlapping claims. Product pages can explain ingredients and certifications in straightforward language. Trained employees can help shoppers understand unfamiliar standards or compare products with similar positioning.

Digital tools can also connect consumers with credible supporting information at the point when uncertainty might otherwise interrupt a purchase.

CHFA expects scrutiny of wellness language and AI-assisted comparison to continue growing over the next two to three years. The report also anticipates that trust may become increasingly concentrated around better-known certifications and organizations that provide clear, accessible information.

Canadian consumers have not stopped looking for wellness products or the claims associated with them. They are becoming more deliberate about how those claims are assessed, where reassurance comes from and which factors ultimately justify the purchase.

CHFA NOW Toronto 2026 takes place at Exhibition Place in Toronto, with the conference scheduled for Friday, September 25, and the trade show running Saturday, September 26, to Sunday, September 27. Retailer registration for the trade show is complimentary, with eligible retailers also able to participate in the Retailer VIP program.

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Daily Synopsis: Jul 28, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 7 articles we published covering key developments in Canadian retail.

CF Toronto Eaton Centre redesigned its Level 2 washrooms to improve capacity, accessibility, and durability while enhancing visitor comfort with local art and biophilic design principles. Just Cuts opened its first Canadian salon in Guelph and plans expansion in Ontario cities using a walk-in haircut model. Research from the University of Toronto and Longo’s shows grocery stores can reduce plastic produce-bag use through better signage, dispenser placement, and reusable options, balancing sustainability and cost savings.

Retail Insider also published coverage on grocery pricing showing offsets between protein price spikes and vegetable price declines in July by Agri-Food Analytics Lab, a report detailing independent retailers outpacing online-only stores and adapting to economic shifts from Faire, and insights into Canadian summer road-tripping trends by Turo. Clinique Canada partnered with AFC Toronto and Canadian Women & Sport to promote girls’ sports participation through a national campaign with retail activations and athlete ambassadors.

🗞️ The Day’s Retail Insider Article List

🌐 Due to a slow news day, Canadian Retail News From Around the Web will be back tomorrow.

Protein price spikes offset broad grocery relief in July: Agri-Food Analytics Lab

Gustavo Fring photo
Gustavo Fring photo

Grocery prices generally softened between June and July, but substantial increases for several protein products prevented the overall food basket from declining, according to new data released by the Agri-Food Analytics Lab at Dalhousie University.

The Lab said its 50-item food basket increased by 0.3% from June to July, rising by approximately $0.89 to an equal-city average of $298.38. The analysis covers nearly 8,000 price observations from 22 grocery banners in 13 Canadian cities.

It said its partner, GroceryPulse.Ca, monitors retail food prices regularly, allowing the Lab to release data ahead of Statistics Canada’s monthly Consumer Price Index report. The findings provide an early indication of emerging grocery-price movements, it added.

Despite the modest increase in the total basket, price relief was widespread. Thirty of the 50 products tracked declined, 17 increased and three remained essentially unchanged. Among comparable store-level observations, 62.3% of prices did not change, said the report.

“The national headline appears remarkably calm, but it conceals a highly uneven month,” said Dr. Sylvain Charlebois, Director of the Agri-Food Analytics Lab at Dalhousie University. “Most products became less expensive, but a small number of significant protein increases were large enough to offset those savings.”

The meat-and-fish category increased by 6.5%, adding approximately $5.72 to the average basket. Bacon recorded the largest increase at 28.9%, followed by Atlantic salmon at 25.8% and pork loin chops at 24.2%. Bacon prices increased in all 13 cities, while salmon and pork chops increased in 12. Chicken breast prices moved sharply in the opposite direction, declining by 26.7% across the national sample. Median chicken breast prices fell in all 13 cities, explained the report.

“This is primarily a protein-volatility story, not evidence of broad-based food inflation,” said Charlebois. “Bacon, salmon and pork rose rapidly, while chicken breast became substantially cheaper. Consumers are therefore seeing very different price signals within the same department.”

Seven of the nine food category baskets declined in July. Vegetables provided the greatest relief, falling by 6.6%. Broccoli declined by 23.9%, romaine lettuce by 6.6%, onions by 5.0% and tomatoes by 4.7%. Bakery products fell by 4.2%, household products by 3.5%, beverages by 2.1% and dairy products by 1.9%. Frozen products were the only category other than meat and fish to increase, rising by 2.8%, added the report.

Regional results varied considerably. Quebec City posted the largest increase in its 50-item basket at 6.1%, followed by Montreal at 4.2%. Calgary and Saskatoon each increased by approximately 2.4%. The strongest declines were recorded in St. John’s at 4.2%, Halifax at 3.6%, Ottawa at 2.9% and Moncton at 2.7%. Overall, seven city baskets increased while six declined, it said.

“Regional variation remains one of the most important features of Canada’s grocery market,” said Charlebois. “A national average can be useful, but it does not necessarily reflect what consumers are experiencing locally. In July, households in Quebec City and St. John’s faced almost opposite price movements.”

Helena Lopes photo
Helena Lopes photo

The gap between the highest- and lowest-cost city baskets narrowed slightly, from $42.51 in June to $40.30 in July. Charlottetown recorded the highest July basket at $318.48, while Ottawa recorded the lowest at $278.18.

Key findings

  • The national 50-item basket increased by 0.3%.
  • Thirty of 50 tracked products declined.
  • Meat and fish increased by 6.5%.
  • Bacon increased by 28.9%.
  • Atlantic salmon increased by 25.8%.
  • Pork loin chops increased by 24.2%.
  • Chicken breast declined by 26.7%.
  • Vegetables declined by 6.6%.
  • Quebec City recorded the largest city-level increase at 6.1%.
  • St. John’s recorded the largest decline at 4.2%.

More from Retail Insider:

Retail Price Monitoring: Why Your Business Needs It

If you’re employed in the retail sector in Canada, you know that the ground is moving under your feet. The window for a price slip-up is even slimmer, and shoppers are in and out of your site within seconds to a competitor. Previously, retail price monitoring was a spreadsheet job that an intern would do every quarter, between coffee breaks. If you’re not keeping a close watch on prices, then you’re not just missing a beat; you’re giving the market a beat.

Why Weekly Spreadsheets Don’t Work Anymore

The speed at which the market is moving is almost like it’s going through a war. Statistics Canada reports e-commerce sales in Canada surpassed $73 billion, accounting for over 7% of all retail sales. The same report highlights that digital baskets are rapidly changing when a better price becomes available. It’s not only the big box guys discounting. Niche brands and marketplace sellers are making adjustments by the hour, as are private-label lines.

Real-Time Retail Price Monitoring: What It Can Really Unlock

Going into real-time isn’t merely about seeing numbers quicker. It changes the game from a data-less approach to one driven by data. The more frequently you monitor your retail prices, the more powerful things happen:

  • You create dynamic pricing algorithms for retail that automatically adjust prices in response to rivals’ actions and stock levels.
  • You’ll receive SKU-level pricing data to help you identify which items to take a shot at. And which ones to pass on.
  • You begin to understand your product’s competitiveness through meaningful private-label price benchmarking against rivals.

Tech Stack That Makes Your Competitor Price Tracking Useful

The NASA control room is not a requirement. There are a few smart tools used for modern price tracking. Competitor pricing intelligence platforms (such as Prisync, Competera or locally developed solutions) extract raw information. Then they deliver it to retail analytics dashboards that your buying and e‑comm teams can understand.

These dashboards help a data-driven team identify trends. For example, you could discover that your primary rival consistently offers a discount on winter tires on the third Thursday of September.

The Infrastructure That Maintains Scraping

So, let’s be honest here: scraping at scale can be a headache in the real world. Websites don’t love bots, and retailers (Canadian or American) are taking steps to protect themselves against bots. If your scraper is going to a competitor’s site with the same IP address every 5 minutes, you will be blocked quicker than a hockey fight is broken up.

This is where infrastructure comes in handy. A robust ecommerce data scraping pipeline requires a stable proxy infrastructure. Proxies change IP addresses, making it appear as if the requests are from regular customers in various provinces or states. You maintain data flow. Many analytics teams use stable proxies from Proxy-Seller, and they do not have to worry about interruptions in that flow. It supports the entire retail price monitoring machine. Without it, you are likely to spend hours dealing with clogged scrapers rather than analyzing prices.

Protect Your Brand With MAP Compliance

When selling through third-party retailers or marketplaces, MAP compliance monitoring can seem like a game of whack-a-mole. One rogue seller sells your high-end kitchenware collection for $79. It is $129 less than the price you agreed to pay. And suddenly your brand’s value perception is affected, not to mention the angry calls from other retailers.

Real-time retail price monitoring means that you won’t have to wait until a weekly report to see if there is a violation. The system will alert you in an hour, take a screenshot and notify your channel manager. That’s the speed that’s good for Canadian brands that depend on specialty stores from Vancouver to St. John’s, as it helps maintain relationships and margins.

Navigating the Complexities of Cross-Border Pricing Comparison

The loonie is volatile, and Canadians are well known for their willingness to cross the border for a better deal. You may be selling patio sets for a great afternoon deal. But until a customer checks out a US retailer’s price on their cell phone, you may find that you’re still 15% more expensive after the exchange.

Today savvy merchants operate parallel retail price monitoring tracks:

  • one for domestic competitors,
  • another for important US rivals who ship products to Canada or who physically cross the border.

The data is integrated into one dashboard and enables your team to fine-tune as they go. It can be a matching game and/or a justification for the premium based on a shorter delivery time or Canadian-based support. In either case, you won’t be able to tell that story without the numbers.

Ecommerce Data Scraping: A Quick Local Case Study

Previously, Calgary-based Mountain Peak Outfitters, a retailer of outdoor gear with 11 physical locations and an online store, had a junior buyer manually check three competitor websites each Wednesday. This reactive strategy resulted in late markdowns of stale products and missed opportunities to keep prices down.

In response, Mountain Peak adopted a lightweight retail price monitoring solution that tracks 15,000 SKUs. In the first quarter, they showed that their private-label camping stoves had room for a 4% price increase without impacting conversion. It also identified a trend of reducing tent prices before long weekends, which allowed Mountain Peak to beat the price cut by 48 hours. This approach resulted in a 3% margin gain in the core categories.

Wrapping Up

If your team has not yet gotten into the habit of retail price monitoring, you are already losing money and margin. Whether it’s an e-commerce site, a giant mall or the main street of a town, the Canadian retail market is fast and harsh. Consumers have no tolerance for retailers that cannot keep up.

The positive: It’s not as intimidating as it seems to get started. Identify your top 500 SKUs, try a monitoring tool and add that rock-solid proxy infrastructure to your data pipelines to avoid the meltdown. Then, scale until you’re monitoring others, private brands and cross-border competition on a single platform.

Retail Technology for Multi-Location Operators: How CGS Video Keeps Stores Running Across Georgia and the Southeast US

Walk into the back office of almost any franchise restaurant in the Southeast US and you’ll find the same sad shelf. A video recorder from one company, a music player from another, a drive-thru timer from a third, a network switch nobody remembers installing, and a binder of support numbers that may or may not still be in service. Each piece was bought separately, installed separately, and, when it breaks, blamed separately.

For a single store, that shelf is an annoyance. For an operator running thirty or fifty locations across Georgia, it becomes a structural problem. And in a region as dense with franchise restaurants and multi-unit retail as the Southeast, it’s a problem a lot of operators share.

One company that has built its entire business around fixing it is CGS Video, an Augusta, Georgia-based integrator that has spent roughly 35 years becoming, for its clients, the only technology phone number worth keeping in that binder.

The finger-pointing tax

The case for a company like CGS starts with a scenario every multi-unit operator recognizes. A camera fails at store 14. The manager calls the security vendor, who says the problem is the network. The network contractor says the cabling was done by someone else years ago and won’t touch it. Three service calls later, the camera works again, and the operator has paid for the finger-pointing as surely as for the repair.

CGS’s answer is blunt: own every layer. The company installs and services CCTV, commercial security, drive-thru communications, background music, digital menu boards, structured cabling, WiFi, and point-of-sale systems under one roof. When something fails, there is exactly one number to call, and the person answering it has no one else to blame. The cabling, the camera, and the network it rides on were all put in by the same firm, usually at the same time, which means diagnosis doesn’t begin with an argument about whose fault it is.

The scale tells you the model has taken hold. CGS currently maintains around 12,000 active cameras, serves some 2,000 background music subscribers, and handles drive-thru maintenance for about 500 users, most of that concentrated in Georgia and the Carolinas.

Why geography still decides who wins

In quick service, the drive-thru now carries the majority of sales at many locations. When the headset system or the timer dies, cars stack up and revenue leaks out in real time. A menu board outage during the lunch rush is not an IT ticket. It’s a sales problem with a timestamp.

That is where being regional stops being quaint and starts being the product. A national vendor two time zones away offering next-week service is a very different proposition from a firm with offices in Athens, Atlanta, Augusta, Columbus, Macon, and Warner Robins that can put a technician in the parking lot the same day. CGS runs 24/7 support behind that footprint, and for franchise operators strung along the I-75 and I-20 corridors, that density of coverage is the whole point.

The company’s certification work reinforces it. CGS is certified for McDonald’s operator programs, services both HME and PAR drive-thru systems, and does compliance upgrades for McDonald’s NRBES 2027 requirements — the kind of brand-mandated, deadline-driven work where a franchisee cannot afford a vendor who is learning on the job.

Rollouts without the circus

The single-partner model changes acquisitions and upgrades too, which is why CGS sells multi-location rollouts as a service of its own. When a franchisee picks up six new stores, or a brand mandates new drive-thru equipment across the system, coordinating one integrator beats sequencing four subcontractors who have never met. Cabling gets pulled once, properly, with the cameras, the audio, and the network designed together rather than layered on top of each other over a decade.

CGS typically starts these engagements with a technology diagnostic — an audit of what’s actually installed at each site, since after a few ownership changes most operators genuinely don’t know. The findings become the rollout plan, sequenced so stores stay open and trading while the work happens.

The cameras are becoming the operating tool

There’s a second thread to the CGS story worth pulling on, and it has to do with what operators actually do with all that video. For decades, cameras recorded footage nobody looked at until after something went wrong. That’s changing fast. A director of operations can now check a live view of any store from a phone, verify that opening procedures happened on time, and pull footage by event instead of scrubbing through hours of recording.

For loss prevention teams, the shift is even starker. Suspicious point-of-sale activity can be flagged and matched straight to video, turning investigations that once ate a full day of driving and DVR-squinting into twenty minutes at a desk. With 12,000 cameras under management across the Southeast, CGS sits close to that shift, and the company’s pitch is that none of it works without the boring foundation underneath: clean cabling, a properly built network, and someone accountable for keeping the whole stack up.

Which is, in the end, the argument for the model. The multi-unit operators getting real value out of store technology in Georgia and across the Southeast are the ones who stopped treating it as five separate purchases and started treating it as one system with one owner. The sad shelf in the back office won’t disappear overnight. But at the operations growing fastest, it’s already looking a lot less crowded.