Today’s Retail Insider articles are listed below, followed by Canadian Retail News From Around the Web. Coverage focuses on how food and experiential retail are shaping Toronto leasing trends, with small spaces attracting dynamic tenants in food and fitness. We also delve into growing concerns over food fraud in Canada and Walmart Canada’s launch of enhanced e-commerce shopper insights. Together, these and other stories highlight evolving consumer demands and the critical role of data and trust in retail’s future.
Rural restaurants are waiting to hear from provincial governments on whether they will receive a temporary reprieve for their labour force challenges through the Temporary Foreign Worker (TFW) cap increase, says Restaurants Canada.
On March 13, the federal government announced it would temporarily increase the cap on TFWs in rural regions experiencing severe labour shortages, but only if the province officially requests it. While April 1 was the first day employers could potentially participate in this change, most have yet to hear from their provincial governments, said the national organization.
Kelly Higginson
“Restaurants Canada is asking provincial governments across the country to support rural restaurants and communities by opting into this temporary TFW cap increase,” said Kelly Higginson, President and CEO of Restaurants Canada. “We need long-term workforce solutions that include investments in youth training, technology and immigration with a path to permanent residency, but in the meantime, restaurants need workers now.”
TFWs represent just 3% of the foodservice workforce and are a last resort for employers, filling critical gaps in communities with aging populations, shrinking workforces and declining youth participation rates. Hiring a TFW is expensive and employers must prove they have been unable to hire locally at the prevailing market wage. They often fill skilled positions, like chefs or cooks, or hard-to-fill shifts, like overnights. When these roles go unfilled, restaurants have to drop shifts, cut hours of operation or possibly close their businesses, explained Restaurants Canada.
“In some rural communities, restaurants may be the only source of local employment for youth,” added Higginson. “They are community gathering spaces, places for travelers and locals to have a meal. Losing a restaurant in these communities is devastating.”
Restaurants Canada said its Many Hands Make Restaurants Work campaign highlights the systemic labour force challenges facing the foodservice industry that employs more than 1.2 million people, 39% of whom are youth, and serves more than 23 million visitors every day. Despite having the second highest wage growth of any industry since 2021, there are 70,000 foodservice jobs vacant across the country.
Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a $125 billion industry employing 1.2 million Canadians and the number one source of first-time jobs in Canada.
Toronto retail leasing trends are increasingly being shaped by a shift toward food, fitness, and experience-driven concepts, as tenants compete for limited space across the city’s urban corridors.
New data from JLL shows that food and beverage operators led all leasing activity in the fourth quarter of 2025, accounting for eight transactions totaling more than 12,000 square feet. The continued dominance of the category reflects both strong consumer demand and the adaptability of food-based concepts in high-traffic, streetfront environments.
At the same time, a growing number of experiential and service-oriented tenants are reshaping the mix of retailers on Toronto’s key streets.
Experiential Retail Gains Momentum
Beyond traditional retail categories, entertainment and activity-based concepts are emerging as a notable force in the market.
JLL’s report highlights recent leases by tenants such as Hyve and Cardify on Queen Street West, signaling increased demand for spaces that offer interactive or experience-driven formats . These concepts are designed to draw customers through engagement rather than purely transactional shopping.
This shift reflects broader changes in consumer behaviour, where physical retail spaces are expected to provide social, recreational, or immersive experiences in addition to products.
For landlords, experiential tenants can also help drive traffic and extend dwell time, making them an increasingly attractive component of tenant mix strategies.
Looking towards the intersection of Yonge and Bloor — Future Shake Shack in an historic building at 765 Yonge Street in Toronto. Image: Craig Patterson
Smaller Spaces, Stronger Demand
One of the defining characteristics of current Toronto retail leasing trends is the strong demand for smaller-format spaces.
Brandon Gorman
Brandon Gorman, Executive Vice President at JLL Canada, noted that much of the activity is concentrated in units under 2,000 square feet. These spaces are particularly well suited for food and beverage operators, boutique retailers, and service-based businesses.
“We’re seeing a lot of activity in the sub-2,000 square foot range,” he said. “If it’s smaller format space with guaranteed term, that’s where there’s a lot of demand.”
In many cases, these spaces are attracting multiple offers, particularly when landlords are able to provide longer lease terms. This has created a competitive environment where well-positioned units can lease quickly.
Leasing Quality Improves Along Yonge Street
Toronto’s busiest retail corridors are also seeing a shift in tenant quality as leasing conditions evolve.
On Yonge Street, particularly between Gerrard and Bloor, the ability for landlords to offer longer lease terms has allowed for a transition toward stronger, more established tenants. In previous years, uncertainty around redevelopment timelines often limited lease durations, resulting in a higher proportion of short-term or lower-tier operators.
As those constraints ease, landlords are increasingly able to attract higher-quality tenants, which in turn supports higher rents and more stable long-term occupancy.
Food Anchors and Fitness Concepts Expand
Food and beverage continues to serve as a primary anchor for both streetfront retail and mixed-use developments.
Recent openings across Toronto, including major food hall concepts and quick-service expansions, reflect the category’s ability to generate consistent traffic. At the same time, fitness operators remain active in the market, particularly in dense urban areas where demand for wellness-oriented services remains strong.
These categories are often less dependent on traditional retail cycles and can perform well even during periods of economic uncertainty, making them attractive to both landlords and investors.
Market Conditions Support Continued Evolution
While Toronto retail leasing trends remain strong, the market is also entering a period of adjustment.
JLL notes that retail sales growth is expected to moderate in 2026 as consumer confidence softens and spending becomes more value-driven. However, the structural demand for well-located retail space is expected to remain intact.
The continued recovery of tourism, strong midweek office attendance, and population growth are all supporting long-term demand for physical retail environments.
A More Curated Retail Landscape
The result is a retail landscape that is becoming more curated and intentional. Rather than relying on traditional merchandising alone, landlords and tenants are increasingly focused on creating environments that blend food, service, and experience. This shift is particularly evident in Toronto’s urban corridors, where space is limited and competition is high.
As the market continues to evolve, Toronto retail leasing trends will likely be defined by flexibility, creativity, and a continued emphasis on experience-driven concepts that resonate with modern consumers.
A recent investigation has shaken one of Quebec’s most iconic industries. Authorities are examining allegations that maple syrup sold in grocery stores—linked to a Quebec producer—may have been adulterated with cheaper sugars while still being marketed as “pure.” Products have been pulled, regulators are involved, and once again, Canadians are left asking a familiar question: how did this go unnoticed?
Maple syrup is not just another product. In Quebec, it is culture, identity, and economic pride. But this case isn’t really about syrup.
It’s about something much bigger—and far more troubling.
Food fraud is not an anomaly. It is a feature of modern food systems.
When a product labeled as “pure” is anything but, that’s not a technical violation—it’s deception. And it’s happening more often than most consumers realize. As food prices rise and supply chains tighten, the incentives to cheat increase. Fraud is no longer the work of a few bad actors. It is, increasingly, an economic strategy.
And yet, here’s the uncomfortable truth: we rarely catch it ourselves.
We rely on the media.
Time and again, it is investigative journalism—not regulatory systems—that brings food fraud to light. A well-known example is CBC Marketplace, which revealed that chicken served by Subway contained far less chicken DNA than consumers were led to believe. The methodology sparked debate, but the broader issue remained: without that investigation, consumers would never have asked the question.
That should concern us.
A system that depends on journalists to expose fraud after the fact is not preventative—it’s reactive. And in many cases, far too late.
Canada’s food system is often ranked among the safest in the world, overseen by the Canadian Food Inspection Agency and supported by strong provincial frameworks. But these systems are primarily designed to ensure food safety—not to eliminate economic deception.
And that distinction matters.
Because food fraud is not just about money—it can become a public health issue. When undeclared ingredients enter the food supply—whether allergens, fillers, or contaminants—the risks extend far beyond wallets. Consumers can be exposed to substances they cannot tolerate, or worse, substances that were never meant to be consumed at all.
Still, when fraud is uncovered, the consequences often fail to match the crime.
Consider the case of Mucci Farms. In 2016, the company was fined more than $1.5 million after pleading guilty to mislabeling imported vegetables as “Product of Canada” for three years. It remains one of the largest food fraud penalties ever issued in this country.
The explanation? A “computer glitch.”
That, in itself, is telling.
In food fraud cases, accountability is often diluted—much like the products themselves. Rarely do companies fully assume responsibility. Instead, we hear about errors, misunderstandings, or system failures. The language is sanitized, the intent blurred.
But for consumers, the outcome is the same: they were misled.
Mucci Farms. Photo: Ri/Google
And so the question remains—are penalties truly acting as a deterrent, or simply the cost of doing business?
Globally, food fraud is estimated to cost between $10 billion and $40 billion annually. In Canada alone, a conservative estimate would place the figure between $1.5 and $2 billion each year.
And that’s just what we can approximate.
Fraud, by design, hides in plain sight. What we uncover—through inspections, seizures, or media exposés—is only a fraction of what actually occurs. In some categories, like seafood, mislabeling rates remain alarmingly high. Honey, olive oil, spices, premium produce—these are all vulnerable.
Maple syrup is simply the latest reminder. This is hardly the first time maple syrup fraud has occurred in Canada, but it is the first time it has been caught. Big difference.
What makes this case particularly telling is not just the alleged act, but how it may have occurred. By operating outside traditional distribution systems, safeguards can be bypassed. Not because the system failed—but because fraud adapted faster than oversight.
And it always does. The solution is not more bureaucracy. It is smarter enforcement. Better traceability. Stronger deterrence.
Technology can help—blockchain, advanced testing, real-time tracking—but tools alone won’t solve the problem. At its core, food fraud is driven by incentives. As long as the rewards outweigh the risks, it will persist.
Consumers are not powerless either. Price matters—but so does skepticism. If something feels too cheap to be true, it often is.
The maple syrup case will eventually fade from headlines. Investigations will conclude, responsibilities will be assigned, and the news cycle will move on.
But the real issue will remain.
Because this was never just about syrup.
It was about a system that too often reacts instead of prevents.
And a question we should be asking far more often: Do we actually know what we’re eating—or are we simply trusting that someone else checked?
Every year, Canada’s retail community comes together at RCC’s STORE Conference, and this year’s event reflects the full weight of the moment facing the industry. From economic headwinds to technological transformation, the agenda brings together the sector’s leading voices to examine what’s changing, what it means, and what retailers need to do about it.
The Economic Reality
The conference opens with a conversation between CIBC Deputy Chief Economist Benjamin Tal and RCC CEO Kim Furlong. As Tal examines the macroeconomic landscape shaping Canadian retail in 2026 — consumer confidence, interest rates, labour dynamics, and global pressures — he and Furlong will connect those forces directly to retail performance.
AI and the Evolving Customer Journey
Artificial intelligence is reshaping how Canadians discover, research, and buy and RCCSTORE26 reflects that reality across multiple sessions.
Technology and e-commerce executives from Groupe Dynamite (Dave Stephens, CTO) and Loblaws (Rohit Sriram, SVP, Ecommerce) discuss how AI is being integrated into the customer experience today.
Google Canada’s Eric Morris shares how leading retailers are using AI to drive smarter discovery and deeper engagement.
New research presented with Caddle and RCC puts Canadian consumer behaviour at the centre of the conversation, offering retailers actionable insight into how AI is already influencing purchase decisions.
The Future of Physical Retail
What brings a customer through the door — and keeps them coming back — remains one of retail’s most consequential questions.
Michaels CEO David Boone and SVP, Stores for Canada Derek Schweitzer discuss how North America’s leading specialty arts & crafts retailer is evolving its store environment to inspire customers and deepen connection.
Simons’ Chief Marketing and Digital Officer Frederick Lecoq and Holt Renfrew’s SVP of Product and Planning Carolyn Wright examine how legacy retail formats are being reimagined through elevated service, curated assortment, and the seamless integration of digital and physical channels.
Brand Building, Loyalty & Emotional Connection
In a fragmented, performance-driven environment, building lasting consumer relationships requires more than a campaign.
Three of Canada’s top marketing executives — Canadian Tire’s Irene Daley, Miele’s Ekaterina Dobrokhotova, and Reitmans’ Isabella Bonin — come together to examine how leading brands balance short-term performance with long-term equity, and what it takes to earn lasting loyalty in a market where consumers have never had more choices.
Staples Canada’s VP Marketing Debbie Lai joins author Jean-Pierre Lacroix to explore how emotional brand design drives loyalty at the moment of decision, before logic even enters the picture.
Canadian Retail, Front and Centre
STORE is built for Canada’s retail community. RCC advocacy updates, Quebec-specific programming and network, and on-the-ground perspectives and data anchor every conversation to the realities of running retail in this country. Whatever is happening in the economic or policy environment, this is the room where Canadian retailers work through it together.
RCCSTORE26 takes place June 2–3 in Toronto. This is not the year to sit it out.
January delivered a muted 1.8% YOY across Statistics Canada All Stores, a slow start to 2026. Discretionary momentum remains intact: All Stores less Automotive, Food, and Pharmacies rose 5.6% YOY, signalling that core, non-essential spend is still growing. The drag stems from timing and turbulence more than a sudden stop in demand.
Two forces dominated the month. First, January’s wave of post‑holiday returns was larger than usual. Omnisend (via Retail Insider) flagged sharp increases versus the average week in 2025; 39% in apparel, 19% in games, and 19% in pets and animals; pulling December enthusiasm back out of January receipts. Second, geopolitical instability and supply‑chain ambiguity continued from 2025 into 2026, prompting retailers to be cautious on inventory, pricing, and promotions.
Clothing and Accessories grew 5.8% YOY, a respectable result but well off the 11.0% YTD in 2025. The gap likely reflects the post-holiday return trend dampening net sales. There may have been some lift from last‑minute preparations for February’s Winter Olympics: Lululemon national‑team merchandise and cold‑weather performance wear saw heightened social media posts (“unbox my kit”), nudging demand in late January. However, pricing pushback and divisive design feedback may have tempered full‑price sell‑through, keeping promotional intensity elevated and limiting upside.
With the housing market, especially condos, under pressure, categories tied to furnishings, renovations, and sales continued to struggle. Furniture, Home Furnishings, Electronics and Appliance Stores fell −2.3% YOY; Building Material and Garden Equipment declined −2.9% YOY. These sectors are tightly coupled to transaction volumes, renovation confidence, and home equity effects: fewer moves mean fewer big‑ticket replacements; tighter budgets defer “nice‑to‑have” refreshes. The Bank of Canada’s hold at 2.25% in January offers some hope: rate stability can impact refinance math, but the pass‑through to retail goods typically lags. For now, shoppers are trading down, stretching replacement cycles, and prioritizing essential maintenance over discretionary projects.
Motor Vehicle and Parts Dealers declined −4.2% YOY, reflecting a rise of global conflict risks, tariff uncertainty, and consumer wait‑and‑see. While the immediate impact was likely small in January, shoppers (especially prospective EV buyers) are reacting to headlines about Chinese vehicles entering Canada under a new trade agreement. The initial 49,000 units at lower tariffs represent only ~3% of the market, but the signalling matters: buyers anticipating sharper price points may delay purchases to reassess total cost of ownership. If pricing pressure intensifies and CUSMA tensions evolve, the medium‑term mix and margin landscape could shift meaningfully.
As we move into spring, JCWG is thinking about:
What are the effects of GLP‑1s on retail spending, specifically food and beverage and fashion?
With a decline already occurring in alcohol, how will the new tax in Ontario drive these sales down further?
What is the actual impact on sales from the major increases in oil prices?
How are YOU preparing to adapt your supply chain to continued trade tensions?
Retail Sales by Product Category, Same Month Comparison
Sales for the Month of January
Jan-26
Jan-25
YOY
All Stores
60,929,063
59,827,049
1.84%
Motor Vehicle and Parts Dealers
15,116,973
15,777,345
-4.19%
Gasoline Stations
5,794,624
6,138,967
-5.61%
All Stores Less Automotive
40,017,466
37,910,737
5.56%
Food and Beverage Stores
12,668,824
12,119,603
4.53%
Supermarkets and Other Grocery Stores*
9,526,401
9,013,175
5.69%
Convenience Stores
603,690
612,553
-1.45%
Specialty Food Stores
825,283
781,803
5.56%
Beer, Wine and Liquor Stores
1,713,449
1,712,073
0.08%
Health and Personal Care Stores
6,193,837
5,760,614
7.52%
All Stores Less Automotive, Food, and Pharmacies
21,154,805
20,030,520
5.61%
General Merchandise Stores
8,363,874
7,747,083
7.96%
Furniture, Home Furnishings, Electronic and Appliance Stores
3,313,315
3,392,474
-2.33%
Furniture Stores
1,058,890
1,093,853
-3.20%
Home Furnishings Stores
641,807
641,050
0.12%
Electronics and Appliance Stores
1,612,619
1,657,572
-2.71%
Clothing and Accessories Stores
2,896,562
2,731,144
6.06%
Clothing Stores
2,288,373
2,162,290
5.83%
Shoe Stores
268,704
268,639
0.02%
Jewellery, Luggage and Leather Goods Stores
339,484
300,215
13.08%
Sporting Goods, Hobby, Book and Music Stores
3,804,976
3,300,353
15.29%
Building Material and Garden Equipment
2,776,077
2,859,466
-2.92%
Miscellaneous Store Retailers
2,649,260
2,209,772
19.89%
Cannabis Retailers
466,074
418,325
11.41%
Foodservices and Drinking Places
7,718,263
7,316,724
5.49%
Retail Sales by Store Category, Year to Date Comparison
Year-to-Date Sales Ending January
Jan-26
Jan-25
YTD
All Stores
60,929,063
59,827,049
1.84%
Motor Vehicle and Parts Dealers
15,116,973
15,777,345
-4.19%
Gasoline Stations
5,794,624
6,138,967
-5.61%
All Stores Less Automotive
40,017,466
37,910,737
5.56%
Food and Beverage Stores
12,668,824
12,119,603
4.53%
Supermarkets and Other Grocery Stores*
9,526,401
9,013,175
5.69%
Convenience Stores
603,690
612,553
-1.45%
Specialty Food Stores
825,283
781,803
5.56%
Beer, Wine and Liquor Stores
1,713,449
1,712,073
0.08%
Health and Personal Care Stores
6,193,837
5,760,614
7.52%
All Stores Less Automotive, Food, and Pharmacies
21,154,805
20,030,520
5.61%
General Merchandise Stores
8,363,874
7,747,083
7.96%
Furniture, Home Furnishings, Electronic and Appliance Stores
3,313,315
3,392,474
-2.33%
Furniture Stores
1,058,890
1,093,853
-3.20%
Home Furnishings Stores
641,807
641,050
0.12%
Electronics and Appliance Stores
1,612,619
1,657,572
-2.71%
Clothing and Accessories Stores
2,896,562
2,731,144
6.06%
Clothing Stores
2,288,373
2,162,290
5.83%
Shoe Stores
268,704
268,639
0.02%
Jewellery, Luggage and Leather Goods Stores
339,484
300,215
13.08%
Sporting Goods, Hobby, Book and Music Stores
3,804,976
3,300,353
15.29%
Building Material and Garden Equipment
2,776,077
2,859,466
-2.92%
Miscellaneous Store Retailers
2,649,260
2,209,772
19.89%
Cannabis Retailers
466,074
418,325
11.41%
Foodservices and Drinking Places
7,718,263
7,316,724
5.49%
Ecommerce Sales
Jan-26
Jan-25
Ecommerce Sales, YTD
3,894,940
3,764,543
3.46%
Ecommerce Sales, YOY
3,894,940
3,764,543
3.46%
Regional Sales, Year to Date Comparison
Region
Year-to-Date, 2026
Year-to-Date, 2025
YTD
British Columbia
8,617,844
7,936,104
8.59%
Vancouver
4,515,268
4,326,360
4.37%
Alberta
8,203,156
7,936,104
3.37%
Prairies*
3,988,121
3,994,983
-0.17%
Ontario
22,517,753
22,211,142
1.38%
Toronto
10,172,675
10,084,975
0.87%
Québec
13,150,460
12,818,799
2.59%
Montréal
6,495,099
6,448,351
0.72%
Atlantic Canada
4,218,351
4,186,211
0.77%
Territories
233,379
225,686
3.41%
NATIONAL RETAIL BULLETIN
Stay up to date with JCWG’s monthly analysis on U. S. and Canadian retail sales.
Calgary developer Truman has moved into its new company headquarters in the West District of the city with several retail and hospitality brands also having a presence in the building.
Alforno, named after the Italian word for “oven,” is the heart of Teatro Group’s baking program – serving fresh bread and pastries daily to its restaurants, as well as guests visiting in person or taking it to go. Inspired by owner Dario Berloni’s love for the relaxed elegance of Italian café culture, Alforno been around since 2015. Alforno says its goal is simple – to create everyday moments of delight through Italian-inspired coffee, handcrafted pastries, thoughtfully prepared food, and warm hospitality.
Founded in 2012, Village Ice Cream is a beloved Calgary-based small business known for its artisanal, handcrafted ice cream made from the finest ingredients. With locations in Victoria Park, Britannia Plaza, Garrison Corner, Bridgeland, University District and now West District, Village Ice Cream continues to be a cherished destination for quality and community.
“West District will be a true destination for Calgarians. As this community continues to grow, we wanted to make sure we brought together some of Calgary’s most beloved brands under one roof, to offer a downtown experience in West District,” said Tony Trutina, Truman’s COO.
Abby Woitas, the company’s Marketing Manager,said Truman’s HQ also includes Hula Poke (open), Rejuvenation, a dermatology clinic (summer 2026), House of Toli, a salon and spa (summer 2026), PULSE, a fitness studio (Summer 2026).
Abby Woitas
On completion of West District, Woitas said the neighbourhood would encompass about 17 condo projects, one townhome development, 11 single family homes. The condo projects are a mix of for sale and rental.
“The majority of the properties that are going to be located within West District are considered mixed-use buildings. There will be multi-family residences on the top and retail offerings on the first floor,” added Woitas.
“West District is a master-planned community, so it’s designed with walkability in mind. Having all these retailers accessible through sidewalks, even at the main floor of the building that you live in, really adds to that master plan.
“Having all these retailers so easily accessible and within walking distance gives you the retailers you’d find downtown that you wouldn’t normally be able to easily get to, located here in the southwest. It brings them to your doorstep.
“We’re trying to take a lot of the downtown energy and the downtown vibe from a retail perspective and bring that to the southwest, where it’s been lacking over the years.”
Truman photo
For more than 40 years, Truman has been an Alberta-based family-owned developer and builder, which has delivered thousands of new homes and more than two million square feet of retail, office and industrial space across the Calgary region.
Besides continuing to build out West District, the company has plans to build JW and W Marriott (400 hotel rooms and 360 residences) across from Stampede Park, Autograph Collection (320 rooms) on Stampede Park, Fairmont Hotel (225 hotel rooms and 100 branded residences).
It also has residential projects planned for the Beltline inner-city neighbourhood – Imperia (273 units, opening from 2027-2028), Lincoln (276 units, opening from 2027-2028), Gallery First & Tenth (120 units, opening 2027-2028).
And Truman will be building out the Princeton residential community in Rocky View County.
A new Omnisend study reveals a growing paradox: even as fake online content – deepfakes, ‘AI slop’, fake news sites – becomes more widespread, trust in online product reviews by users is rising. Today, 82% of Canadians say they trust online product reviews, and 22% trust them more than they did two years ago.
However, external research from Capital One suggests that 30% of online reviews on average are fake or misleading, and 82% of consumers encounter fake reviews at least once a year.
“In the age of AI, people are naturally turning to other people for reassurance. When everything from product descriptions to images can be generated instantly, reviews can feel more genuine than anything a brand says,” said Marty Bauer, Ecommerce Expert at Omnisend. “But just because it feels genuine doesn’t mean it’s real. It’s important to be extra cautious and use common sense – even when the content looks human.
“Consumers are trying to navigate a digital world they don’t fully trust, where the tool they rely on most – user reviews – may be failing them. It’s a kind of loop where people are overwhelmingly skeptical of AI, yet still depend on content that AI can easily manipulate.”
Marty Bauer
In a world where AI makes content seen online harder to trust, consumers are drawn to user reviews as a source of real-world validation, said Omnisend.
Even though 56% of Canadians use AI for shopping – especially for product research (50%) – an overwhelming majority (89%) cite lingering concerns, such as AI-generated recommendations being biased (28%) or paid for (30%), it said.
Also, 94% admit they double-check AI-generated recommendations before making a purchase, and 18% say they always verify.
In the age of AI, how brands present reviews matters just as much as having them, said the report.
“These days, it’s less about the sheer number of reviews you have and more about how much people can trust them,” said Bauer. “Shoppers are looking for simple signs that reviews are real – verified purchases, detailed feedback, and transparency on how it’s collected. Brands that invest in these trust markers are the ones that will stand out.”
Omnisend has these tips for online retailers:
Surface key information – and don’t rely on volume alone. Highlight pros, cons, and the most helpful feedback in structured formats that are easy for both shoppers and AI tools to interpret. A smaller set of detailed, specific, and even mixed reviews builds more credibility than hundreds of generic five-star ratings.
Show what makes reviews trustworthy. Prioritize verified purchases, timestamps, reviewer history, and rich detail – photos, context, use cases. Use industry-standard practices like “verified buyer” badges, moderation disclosures, and fraud detection tools to signal authenticity.
Use independent verification when possible. Third-party review platforms or external validation tools can add an extra layer of credibility and reduce perceived bias.
With almost 20 million Canadians recently glued to Olympic coverage – whether it was a gold medal game or an iconic athlete – the Olympics were not to be missed.
Offering more than moments of national pride, they offer a blueprint for how brands should approach large scale cultural events.
As Canadians prepare to host the World Cup, there are five critical learnings for advertisers looking to maximize impact in today’s fragmented media landscape, according to Scott Mitchell, Managing Director of Vistar Media Canada:
Physical Presence Cuts through Digital Fragmentation: During moments of mass attention when digital feeds are saturated, out-of-home becomes the unavoidable shared media layer, and brands that dominate key physical spaces win disproportionate mental availability.
OOH (Out of Home) is Now a Content Engine: Because Olympic moments live as much on social as on broadcast, bold, real-time digital, OOH designed for shareability turns physical screens into powerful amplification platforms.
Context and Local Relevance Drive Performance: While national pride peaks during global events, hyperlocal, dynamic creative tied to cities, athletes, and real-time moments outperform generic messaging.
Culture Peaks Reward Share of Voice: During high-intensity moments like opening ceremonies and finals, concentrated, high-impact OOH drives stronger recall than dispersed, always-on campaigns.
Big Moments Build Long-Term Brand Equity: Brands that show up at scale during memory-making events like the Olympics become part of collective memory, building lasting emotional associations beyond the event itself.
Scott Mitchell
The best data-driven OOH campaigns ensure that the ads don’t just appear during cultural events but meaningfully participate in them.
Mitchell said major cultural events like the Olympics highlight the limits of purely digital environments.
“During moments like these, people aren’t just scrolling — they’re showing up. Whether commuting, traveling, gathering with friends, or watching highlights in real time, these are the occasions where physical media really shines,” he said.
“We’re so accustomed to digital environments vying for attention that it’s easy to forget how draining that can be. During major cultural events, screens fill up, feeds scroll by, and messages start to blur together. Out-of-home doesn’t ask for a click or a pause — it simply exists alongside people as they move through their lives.
“That physical presence gives brands a different kind of weight. When a message appears in the real world, especially during a cultural moment everyone is already engaging with, it feels purposeful and credible. You’re not interrupting the conversation; you’re becoming part of it. And in something as shared and emotionally charged as the Olympics, that difference matters.”
Mitchell said the most effective Olympic OOH campaigns aren’t just media placements; they’re cultural expressions designed to be shared.
“Large-format, contextual creative naturally lends itself to social behaviour; people take photos, post videos, and share experiences when a message feels timely and relevant. Brands that think beyond the screen, using bold creative, real-time updates, or locally resonant executions, can extend OOH far beyond its physical footprint. The street becomes the studio, and social platforms serve as the amplification layer, allowing a single well-executed OOH moment to live across multiple channels,” he explained.
Vistar Media photo
“This same approach will define success during upcoming events like the World Cup. Stadium districts, fan zones, transit corridors, and hospitality hubs become live content environments. Smart brands will design OOH not just for reach, but for the ripple effect.”
What’s interesting about events like the Olympic Games is that while they’re global, people experience them in very local ways. Fans are watching from specific cities, commuting through specific transit hubs or gathering at the same neighbourhood bar every night to catch the highlights, noted Mitchell.
“That’s where out-of-home really comes into its own. OOH lets brands speak to where people are and how they’re feeling in that moment, not just what’s happening on the world stage. Context like time of day, location, and audience mindset all shape how a message lands, especially when emotions are already running high,” he said.
“During events like the Olympics or even the upcoming World Cup, dynamic creative can shift based on which national team is playing, which city is hosting, or even the live score or outcome of a match. Whether reacting to a medal win, a prime-time broadcast, or a local viewing hotspot, hyperlocal OOH ensures brands feel present and responsive, not generic or disconnected from what people are actually experiencing.”
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Mitchell said cultural peaks are moments when attention converges. During the Olympics, consumers are more receptive to brand messaging that feels additive to the experience rather than interruptive, and that’s where out-of-home really stands out.
“OOH isn’t about quick bursts or chasing every headline; it’s about sustained visibility when interest is at its highest. Brands that show up consistently in high-traffic environments start to own the physical space, which naturally translates to a stronger share of voice,” he shared.
“For instance, a food brand timed its ads as Canadians won Olympic medals. These specifically timed ads participated in the cultural moment, adding to the excitement while subtly keeping its brand top of mind. The bigger lesson for upcoming moments like the World Cup is commitment.
“Brands that secure meaningful physical presence early, across transit, retail, and high-impact urban placements, will dominate share of voice while competitors fight for fragmented digital attention.”
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While the Olympics may last a few weeks, the brand impact can last far longer. OOH plays a critical role in anchoring a brand to moments people remember, including where they were, who they were with, and how they felt during the Games.
“By showing up in the physical world during meaningful cultural moments, brands signal scale, confidence, and relevance. That association doesn’t disappear when the event ends; it becomes part of the brand’s story,” said Mitchell.
“In 2026 and beyond, especially with a packed cultural calendar including the World Cup, the brands that win won’t just be those chasing attention; they’ll be those owning the moments that matter.”
Since Walmart Data Ventures launched in Canada in 2024, its Scintilla platform has helped democratize Walmart’s first-party data and empowered suppliers and merchants to keep the customer at the heart of every decision.
Powered by pre-purchase behavioural data from Walmart.ca and the Walmart mobile app, Scintilla Digital Landscapes can reveal meaningful insights, like how customers enter the sales funnel and where they might fall out of it, uncovering new ways to attract customers and grow a business, said the retailer.
With Scintilla Digital Landscapes, users can answer key questions like:
How are shoppers finding my brands and products?;
What does the shopper’s path-to-purchase look like, and how likely are they to buy?;
When are my potential customers in-market?;
How are my products performing compared to the category at large?
With this launch, Walmart Data Ventures continues to scale its Scintilla platform — delivering innovative, market-relevant solutions that help suppliers grow alongside Walmart Canada while improving the shopping experience for customers at every touchpoint, it said.
“And what it does is it allows our suppliers and our merchants to really understand what the customer is doing and how we’re performing in meeting the customer’s needs,” he said.
“We have several modules in there. We have Shopper Behaviour, which is focusing on what the customer is buying and who they are. We have Channel Performance, which is showing where the products are performing across our channel — how we are performing in store, e-commerce, etc. We have Customer Perception, which is coming soon, which really helps you hear directly from the customer in terms of why they’re buying certain products.
“And the one that was recently announced is Digital Landscapes, which really is driving into our online business, our e-commerce business.
“It allows suppliers and our merchants to really understand that path to purchase — from how did they search for something, how did they come into the ecosystem, how did they land on the product — all the way down to what they’re buying. It allows us to make really informed decisions around: do we have the right product? Are we serving the customer the way they want to be served? Are we serving them where they want to be served?”
If you think about the age we’re in right now, where data is driving decisions, we’re relying more on data to really understand customer behaviour — to understand whether we’re serving the customer in the right place, for the right product, at the right time, explained Khan.
“If we think about the industry shifting, customers want speed and they want choice. What this allows us to do is have that first-party understanding of what is really happening — what does the customer really want? Where are the key friction points? Are we serving them with the right thing at the right pace, in the right moment?
“The more we can understand that, we’re able to serve the customer better because we can tune and respond to that need.”
Khan said the retailer’s mission in terms of getting data and making that available so it can make decisions around a single source of truth and a trusted data set just continues.
“This is just another module, and we’ll have other modules launching soon that really help us build out that ecosystem of what the key data points are that we need to make those decisions and help serve our customer,” he said.
“We have Customer Perception, which will be launching (in the future).
“After that, we have a plan to roll out other modules as they come out.”
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As a retailer, 15 or 20 years ago, what did retailers know? They knew that they put some stuff on the shelf and it sold. They didn’t know why, to who, where, or when.
“Today we can really understand that journey. Technology is moving at an accelerated pace. When it comes to something like Scintilla, it becomes key as we’re changing that pace,” added Khan.
“Twenty years ago, technology would change at a much slower pace, and customer adoption would be slower as well. Today that is increasing exponentially. What Gen AI was doing six months ago is totally different from what it can do today. That’s an exponential shift in terms of speed.
“That also means customer behaviour and adoption are changing at an equally exponential rate. Having the data through platforms like Scintilla, which allows us to stay on top of those changes, becomes absolutely critical — to map back to how we serve the customer, where we serve the customer, and when.”
