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CFIB survey: Tax burden tops small business concerns in Canada as retailers cite costs, regulation and crime

Photo: Andrea Piacquadio
Photo: Andrea Piacquadio

A new Members Opinion Survey by the Canadian Federation of Independent Business (CFIB), which looks at the top policy concerns of small and medium‑sized business owners across Canada, says retailers face a combination of cost, compliance, and public safety issues. 

“Tax burden (72%) leads, followed by government debt and deficit (49%), regulation (48%). Trade challenges and labour shortages (each at 47%) complete the picture. Crime and safety (39%) stands out as a more prominent concern than in most other sectors,” said the national organization.

“Hospitality businesses face heavy fiscal and regulatory burdens. Tax burden (72%) is the top issue, followed by labour shortages (53%) and government regulation (50%).”

Overall for all sectors, the CFIB said the total tax burden has been the top concern for over 25 years. After peaking at 86% in 2000, the share of entrepreneurs flagging it as an important concern dropped to 66% after the pandemic as inflation took centre stage. It’s now climbing again toward its long-term average of 78%.

“The shortage of qualified labour is a very important challenge. Only 30% of business owners indicated it in 1998, but that share peaked at over 60% in recent years. While trending down since 2024, it’s still above its historical average of 47%,” said the report.

Photo: www.kaboompics.com
Photo: www.kaboompics.com

“Government regulation and paper burden seriously concerned 56% of owners in the late 1990s and it climbed to 72% by 2014. To push for change, CFIB launched Red Tape Awareness Week. Today, concern is back near 1990s levels—progress made, but the issue remains.

“Other issues such as employment insurance, workers’ compensation, government debt and provincial labour laws affect fewer businesses, but they are still significant concerns. New worries like trade challenges and crime and safety have emerged and were added to the survey in recent years.”

The CFIB said its grassroots survey has been a cornerstone of its research since 1975, tracking the top policy concerns of small and medium‑sized business owners across Canada. District Managers collect responses through in‑person interviews during annual member renewals, generating about 7,500 responses per quarter. 

The survey asks one simple ‘select all that apply’ question: “Which of the following issues are the most important to your business?”. Results are compiled daily and reported quarterly since 2025. 

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PI Fine Art celebrates 50 years with direct-to-consumer online store

Photo: PI Fine Art
Photo: PI Fine Art

PI Fine Art is making gallery-quality art accessible to everyone with the launch of its e-commerce website, www.pifineart.com, marking a major milestone as the company celebrates 50 years in business.

“We’re thrilled to launch the new PI Fine Art website and e-commerce platform in this, our 50th year in business. Our new digital strategy helps fulfill our purpose: together, we create art for the world – for the love of art – and supports our vision to become the leading art company, delivering inspiring, beautiful art anywhere people live, work, visit, and gather,” said George Jeffrey, CEO of PI Fine Art.

George Jeffrey
George Jeffrey

PI Fine Art, located in the heart of Toronto’s Design District, specializes in fine art, custom wallcoverings, mirrors, and alternative wall décor. The company manages the entire art development and supply chain process — from consulting and publishing to in-house manufacturing.

Working with both in-house and external artists, PI Fine Art holds publishing rights to more than 27,000 images.

Kristen Sanger
Kristen Sanger

Kristen Sanger, EVP Creative & Marketing, emphasized the company’s commitment to accessibility:

“Everyone deserves to enjoy high-quality art in their homes at an accessible price. Why settle for generic products from big-box stores when gallery-quality artwork is just a click away?”

For decades, PI Fine Art said it has served hospitality, licensing, and trade clients across North America and globally, earning a reputation for quality, curation, and trusted creative partnerships. 

“The new online store expands the company’s reach by making professional-quality art prints, canvases, and framed artworks directly available to consumers shopping online,” it explained.

Photo: PI Fine Art

“The company will continue to support and grow its Hospitality and Licensing divisions while now offering consumers greater access to its artwork online.

“The e-commerce launch aims to strengthen PI Fine Art’s global reach and reflects the company’s commitment to innovation, sustainability, and design excellence across both commercial and residential environments.”

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Photo: PI Fine Art
Photo: PI Fine Art

Canada auto sales hit 6-year high in 2025, but tariffs to drive decline in 2026: TD report

Photo: Antoni Shkraba Studio
Photo: Antoni Shkraba Studio

The Canadian automotive industry managed to weather the storm of elevated trade tensions with the nation’s largest trading partner relatively well in 2025, but headwinds are growing as tariffs take greater effect, according to a new report by TD Economist Andrew Foran.

“Sales notched a 6-year high last year, but are expected to retreat this year as economic growth remains subdued under the influence of tariffs. Production is also expected to decline in 2026, with shift reductions and idled plants weighing on output,” he said. 

“New agreements with existing trading partners to shore up Canadian automotive production could yield dividends, but uncertainty related to the future of CUSMA may weigh on near-term developments. Nevertheless, the need to diversify automotive trade away from its current outsized U.S. concentration will likely be necessary to ensure the long-run viability of the industry amid growing U.S. protectionism.”

Looking at the annual sales total for 2025, you might assume that it was a normal year of stable growth, with vehicle sales of roughly 2 million units – the highest level since 2019, said the report.

“Breaking it down to the monthly frequency, the magnitude of volatility last year caused by trade policies is evident. Front-loading ahead of tariffs lasted through July, averaging roughly 2 million units in seasonally adjusted annualized rate terms. In the latter half of the year, this rate fell to roughly 1.9 million as demand cooled. Still, demand remained healthier than expected given the headwinds facing the industry and the broader economy,” said TD.

“Several reasons likely led to this robustness in sales. First, domestic consumption is affected by the tariffs imposed by the government of that country. In Canada’s case, this applies to the 25% tariffs imposed by the Canadian government on imports of motor vehicles coming from the U.S. If the vehicle is compliant with CUSMA, then the tariffs only apply to the content of the vehicle not sourced from Canada or Mexico. Given that roughly 50% of the vehicles purchased in Canada come from the U.S., this would have had a notable impact on domestic sales if the government did not provide additional exemptions for the automakers which produce in Canada. This includes General Motors, Ford, Stellantis, Toyota, and Honda, which have a cumulative market share of roughly 60%. These exemptions lightened the impact of the tariffs on Canadian consumption.”

Photo: Daniel Andraski
Photo: Daniel Andraski

The report said there was a modest reallocation of Canadian sourcing of motor vehicles, with Mexico seeing a modest increase in its share of Canadian imports (2-3 percentage-points), nearly equal in magnitude to the decrease in the share accounted for by the U.S. 

“This reallocation served the purpose of shifting trade away from tariff-exposed regions. To a lesser extent, we have also seen higher imports from outside of the North American region, including Japan, South Korea, and Germany. As of November 2025, the share of Canadian motor vehicles sourced from within the CUSMA region was at a record low of roughly 65%,” it explained.

“This trend began a couple years ago in 2022, as imports from overseas – mostly Japan – increased. This was likely driven by the combination of the CPTPP reduction in auto tariffs, which reached 0% in 2022, and the higher domestic content requirements of CUSMA relative to NAFTA. Now in 2025, we have seen the CUSMA share of vehicle sales dip again as tariffs raise intraregional costs.

“Looking to 2026, a number of factors are likely to pose challenges for the Canadian sales outlook. First is the unlikelihood for further easing in financial conditions, as the Bank of Canada remains in neutral. With monthly payments continuing to hover around $1,000, affordability concerns are likely to remain a partial constraint on sales activity. The industry will also be contending with slowing population growth as the federal government seeks to course correct above average growth in recent years, which will reduce the size of the consumer market. “Cumulatively we expect these factors, in addition to lingering trade uncertainty and its impact on the economy, to lead to a 4.3% decline in sales this year.”

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Government of Canada invests in pathways to success for Black-led businesses in Alberta 

Photo: Andrea Piacquadio
Photo: Andrea Piacquadio

The Government of Canada says black entrepreneurs play a key role in Alberta’s economy, yet many continue to face systematic barriers to capital, business networks, and opportunities to grow and scale their businesses. 

Recently, Eleanor Olszewski, Minister of Emergency Management and Community Resilience and Minister responsible for Prairies Economic Development Canada (PrairiesCan) and Rechie Valdez, Minister of Women and Gender Equality and Secretary of State (Small Business and Tourism) announced $3 million in federal funding through the Black Entrepreneurship Program (BEP) Ecosystem Fund to support Black-led businesses and entrepreneurs across Alberta.

The government said the funding will strengthen not-for-profit organizations that provide community-based support to Black-led businesses and entrepreneurs. Organizations receiving support will be able to expand services such as mentorship, networking, financial planning and business training – helping Black entrepreneurs start, scale, and sustain successful businesses, it said.

Eleanor Olszewski
Eleanor Olszewski

“Black entrepreneurs and businesses are helping build Canada strong across Alberta, including right here in Edmonton. Through the Black Entrepreneurship Program Ecosystem Fund, Canada’s new government is helping remove barriers, expand opportunities, and build a stronger, more inclusive and resilient economy for everyone. That’s because building Canada strong starts with recognizing that people are our greatest resource, and empowering them to reach their full potential,” said Olszewksi.

Rechie Valdez
Rechie Valdez

“To build the strongest economy in the G7, we need the full and equal participation of everyone. Black entrepreneurs are driving innovation, creating jobs and strengthening communities across Alberta and Canada. Through the Black Entrepreneurship Program, our government is breaking down barriers, unlocking capital, and ensuring more entrepreneurs have the tools and opportunities they need to succeed,” added Valdez.

Projects receiving support are:

  • African Canadian Civic Engagement Council (ACCEC) will expand the ANZA Entrepreneurship Ecosystem program to empower Black youth and early stage entrepreneurs to launch and scale sustainable businesses and social enterprises that create jobs and generate revenue. With $1.5 million in BEP investment, ACCEC will deliver training, mentorship, and guidance under the ANZA program.
  • Black Business Ventures Association (BBVA) will strengthen business supports available to Black entrepreneurs in Alberta that are advancing innovative technologies. $1.5 million in BEP investment will enable the BBVA to deliver personalized coaching, enhance collaboration in the Black entrepreneur ecosystem and increase visibility for Black-led technology driven businesses.
Government of Canada invests in pathways to success for Black-led businesses and entrepreneurs in Alberta (CNW Group/Prairies Economic Development Canada)

Together, these projects are expected to provide over 250 employment and skill training opportunities and will help build the capacity of Black-led not-for-profit organizations to support entrepreneurs. By investing in Black entrepreneurs and the organizations that support them, this government is strengthening local economies, supporting innovation, and building a more inclusive and competitive Canadian economy, explained the government.

Dunia Nur
Dunia Nur

“When Black youth succeed, they reinvest locally, create jobs, and advocate for a more equitable society, strengthening not only their communities but our entire economy. We are not simply teaching entrepreneurship; we are cultivating community leaders and equipping them to generate generational wealth that uplifts families and fuels long-term prosperity. This is the impact of ACCEC’s ANZA Entrepreneurship Program. I am deeply grateful to the Government of Canada for sharing this vision and investing in Black communities,” said Dunia Nur, President and CEO, African Canadian Civic Engagement Council.

Dipo Alli
Dipo Alli

“This investment from PrairiesCan strengthens Alberta’s Black entrepreneurship ecosystem by helping founders build revenue-ready, investment-ready businesses. Through BBVA’s programming, Black entrepreneurs will gain the skills, networks, and market access needed to scale, create jobs, and compete globally. We are grateful for the Government of Canada’s commitment to inclusive economic growth and resilient innovation,” said Dipo Alli, Executive Director, Black Business Ventures Association.

More information can be found here:

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Daily Synopsis: Feb 19, 2026 – Reitmans, Walmart, Restaurant Woes

Today’s Retail Insider articles cover pivotal shifts as Canadian Tire reports strong Q4 and full-year 2025 results driven by AI and loyalty growth, Walmart Canada expands beauty offerings to fill Hudson’s Bay’s market gap, and Reitmans marks its centennial with a unique fashion activation at Toronto’s TTC Lower Bay Station. Meanwhile, Restaurants Canada highlights growing financial pressures on dining establishments. The coverage below, followed by Canadian Retail News From Around the Web, underscores how innovation and adaptation remain essential for retailers navigating evolving market realities.

 

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

Ontario Court Recognizes Eddie Bauer Bankruptcy

Former Eddie Bauer at CF Toronto Eaton Centre (Image: Dustin Fuhs)

On February 18, the Ontario Superior Court of Justice officially recognized the U.S. Chapter 11 bankruptcy proceedings of Eddie Bauer LLC, marking a new development in the cross-border restructuring of the heritage outdoor retailer. The ruling integrates the company’s Canadian operations into its broader American insolvency case, enabling a coordinated process to either secure a buyer or proceed with an orderly wind-down.

The decision formally places the Canadian business under the protection of U.S. court supervision, while maintaining oversight through the Ontario court. As a result, the Eddie Bauer bankruptcy Canada process now moves forward within a unified North American framework.

Founded in Seattle in 1920, Eddie Bauer has experienced recurring financial challenges over the past two decades. The 2026 filing represents the company’s third insolvency, following previous restructurings in 2003 and 2009.

 

According to court materials, the current crisis stems from declining sales, macroeconomic pressures, and sustained liquidity strain. Consumer preferences have shifted toward competitors such as Patagonia and The North Face, contributing to revenue erosion in core categories. At the same time, inflationary cost increases and tariff uncertainties have further pressured margins.

Financial disclosures indicate the company reported negative earnings from 2022 through 2025. According to detailed bankruptcy case documents, Eddie Bauer’s retail debtor entities reported approximately US$1.74 billion in funded debt as of the petition date, reflecting the aggregate principal and interest across secured financing facilities. This figure sits within the broader liabilities range disclosed in the Chapter 11 petition.

Ontario Court Ruling Under the CCAA

Justice Cavanagh of the Ontario Superior Court granted recognition of the U.S. proceedings under Part IV of the Companies’ Creditors Arrangement Act. This mechanism allows Canadian courts to recognize foreign insolvency proceedings involving multinational companies, thereby protecting assets and ensuring consistency across jurisdictions.

The ruling carries several immediate implications. First, the court recognized the U.S. Chapter 11 case as the “foreign main proceeding,” affirming that the company’s center of main interests is in the United States. This designation is critical in cross-border restructurings, as it establishes the primary forum for insolvency oversight.

Second, the decision provides a stay of proceedings in Canada. This stay prevents creditors from initiating independent lawsuits or seizing assets tied to the Canadian retail operations while the restructuring is underway. The protection preserves enterprise value during the sale or liquidation process.

Third, the order reinforces cross-border comity. U.S. court directives, including those related to bidding procedures and potential liquidation sales, can now be enforced in Canada. This alignment ensures that stakeholders in both countries are treated equitably and that conflicting proceedings do not undermine the restructuring strategy.

Canadian Footprint and Employment Impact

Eddie Bauer’s Canadian presence, while smaller than its U.S. network, remains significant. The company operates 24 stores across Canada. Approximately half of these locations are situated in Ontario, with others spread across major regional markets.

Roughly 379 Canadian employees are affected by the proceedings. For now, stores remain open as the restructuring unfolds. However, many locations have initiated deep-discount sales aimed at improving short-term liquidity and clearing inventory.

It is important to note that the Eddie Bauer bankruptcy Canada process applies only to the physical retail stores operated by Catalyst Brands. The brand’s e-commerce and wholesale divisions, which are managed by a separate entity known as Outdoor 5, are not included in the filing and continue to operate as usual. This distinction may prove relevant if a buyer seeks to acquire select retail assets while maintaining broader brand continuity.

Dual-Track Strategy: Sale or Wind-Down

The company is currently pursuing what court filings describe as a dual-track process. Management and court-appointed advisors are actively seeking a purchaser that could acquire the retail network as a going concern. A successful sale would preserve store operations and potentially maintain employment across both the U.S. and Canada.

If a buyer does not emerge, the court-approved framework permits an orderly wind-down and liquidation of all retail stores in both jurisdictions. The coordinated recognition between U.S. and Canadian courts is designed to facilitate either outcome without procedural delays.

For Canadian landlords and retail stakeholders, the coming weeks will be critical. The outcome will determine whether the brand’s Canadian brick-and-mortar presence can be preserved or whether another established apparel retailer will exit the market.

Real Estate Portfolio Under Review

As part of the restructuring process, RCS Real Estate Advisors has been retained as exclusive real estate consultant to Eddie Bauer LLC. The national advisory firm will oversee all real estate matters connected to the bankruptcy proceedings, subject to approval by the U.S. Bankruptcy Court.

Eddie Bauer operates more than 200 stores across 43 states and Canada, representing approximately 1.4 million square feet of leased retail space. In any Chapter 11 case, the real estate portfolio becomes central to the outcome, particularly for mall-based apparel chains.

RCS will analyze the lease portfolio and advise on strategic options as the company evaluates a sale or wind-down. If a buyer emerges, the firm may negotiate portfolio-related modifications, including lease extensions, rent relief, rent holidays and other restructuring measures required to facilitate a transaction. It will also assess opportunities to market select leases where value can be realized if certain locations close.

“When a retailer enters Chapter 11, the real estate portfolio becomes a central consideration,” said Ivan Friedman, CEO of RCS Real Estate Advisors. “Our responsibility is to analyze the leases, advise on strategic options and help manage the portfolio in a way that protects stakeholders and maximizes any available value.”

Founded in 1981, RCS Real Estate Advisors specializes in lease restructuring, occupancy cost reduction and portfolio rationalization for national retailers. The firm is frequently retained in high-profile restructurings to stabilize or monetize retail real estate assets.

Broader Retail Implications

The court’s recognition of the U.S. filing highlights how closely integrated North American retail has become. Many brands now operate seamlessly across borders, so insolvency proceedings increasingly require coordinated legal action in both countries. At the same time, retailers are navigating the same macroeconomic pressures on each side of the border.

The Eddie Bauer bankruptcy Canada process also underscores the strain facing legacy apparel chains. Competition remains intense, consumer preferences continue to shift, and operating costs have stayed elevated. As a result, established brands are confronting structural challenges that are difficult to reverse.

For now, Canadian stores remain open under court protection. The outcome of the restructuring will determine whether Eddie Bauer finds a buyer for its retail network or further reduces its physical footprint in Canada.

 

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Aritzia Acquires Fred Segal Brand and Melrose Lease

Former Fred Segal at 8100 Melrose Ave. in Los Angeles

In a move that unites two of North America’s most distinct fashion legacies, Aritzia announced its acquisition of the Fred Segal brand on February 19.

The transaction represents a strategic shift for the Vancouver-based “Everyday Luxury” retailer as it accelerates its ambitions in the United States. By securing one of Los Angeles’ most storied retail names, Aritzia is positioning itself as a growing player in the U.S. as well as a steward of fashion history.

Aritzia purchased the Fred Segal brand, including its intellectual property and trademarks, from entities controlled by the Segal family (terms were not disclosed). The acquisition gives Aritzia full control over the brand’s name, trademarks, and related rights.

Also, Aritzia has secured a lease for the original 8100 Melrose Avenue property in West Hollywood. The ivy-covered site long served as a cultural heartbeat of Los Angeles fashion. By reclaiming the address, Aritzia gains more than real estate. It gains a landmark.

This marks Aritzia’s second major acquisition. In 2021, the company purchased Reigning Champ, expanding its portfolio into premium athleticwear and potentially into menswear (which didn’t happen as some expected with massive flagship store development). The Fred Segal deal, however, carries a different weight. It is a brand revival with symbolic value.

Former Fred Segal at 8100 Melrose Ave in Los Angeles. Photo: Loopnet

Why Fred Segal?

Founded in 1961, Fred Segal pioneered what is now known as experiential retail. Long before lifestyle branding became a corporate strategy, the Melrose store blended fashion, culture, and community in a single destination.

However, after years of ownership changes and the impact of the pandemic, the brand shuttered its final stores in 2024. By late 2024, Fred Segal had closed its remaining fashion stores, with only a small home showroom and a Las Vegas outpost briefly remaining before they, too, went dark. To some analysts, the acquisition appears to be a bet on nostalgia.

For Aritzia, the opportunity lies less in Fred Segal’s recent performance and more in its cultural capital.

Aritzia currently operates more than 70 stores in the United States and has articulated a long-term target of 200. Owning an iconic Los Angeles brand provides immediate local credibility in a critical market.

Moreover, Fred Segal was known as a lifestyle hub. Aritzia plans to restore the Melrose flagship into a dynamic destination, blending operational discipline with the creative spirit that defined the original concept.

Ron Robinson in the Fred Segal store on Melrose in 1974. Photo: Ron Robinson

Everyday Luxury Meets California Cool

Aritzia CEO Jennifer Wong has stated that the goal is to “steward and evolve” the brand for a new generation. The roadmap begins with restoration.

The ivy-covered façade at 8100 Melrose had fallen into disrepair in recent years. Aritzia plans to rebuild the exterior to reflect its mid-century roots. The intention is preservation, not reinvention.

Inside, the approach will shift from Fred Segal’s later multi-brand model to a more focused, curated experience aligned with Aritzia’s vertically integrated structure. Analysts expect Aritzia to apply its proven formula of high-quality private labels and celebrity-driven marketing to reactivate the brand’s dormant appeal.

Aritzia has demonstrated an ability to turn product into cultural phenomenon. The success of The Super Puff and other in-house labels such as Wilfred and Babaton illustrates how the company leverages brand storytelling and controlled distribution to drive demand. That operational expertise will likely shape the Fred Segal revival.

The Blueprint Fred Segal Created

Fred Segal was not merely a retailer. It introduced structural innovations that reshaped the industry.

The Shop-in-Shop Revolution: In 1961, Fred Segal pioneered the shop-in-shop model. Instead of acting as a traditional landlord, the founder curated independent boutiques within the larger complex. Each section retained its own identity while operating under the Fred Segal banner.

This structure created a treasure-hunt atmosphere. Shoppers could visit multiple distinct boutiques in a single afternoon. The format also served as an incubator. Brands such as Juicy Couture, Hard Candy, and Kate Spade gained early exposure within the Melrose walls.

The model foreshadowed modern curated marketplaces and collaborative retail environments.

The $20 Blue Jean: Fred Segal also helped elevate denim into a premium category. In the early 1960s, jeans were largely considered workwear. By opening what became known as the first Denim Bar and pricing jeans at $19.95, the store repositioned denim as a fashion statement.

Tailored fits and Hollywood clientele transformed the product into a symbol of California cool. When celebrities and musicians were seen shopping at the store, the association cemented its cultural authority.

A Safe Haven for Celebrity Culture: For decades, Fred Segal functioned as a discreet clubhouse for Hollywood talent. Its maze-like layout and strict no photography policy offered privacy in an era before social media.

The store became embedded in pop culture. It was referenced in films and television series and became shorthand for Los Angeles style. Even the parking lot achieved icon status, reflecting the mix of high fashion and laid-back attitude that defined the city.

Why the Brand Faded

Despite its legacy, the brand struggled over the past decade. Fragmented ownership diluted its identity. After the family sold brand rights in 2012, the name passed through licensing firms that expanded aggressively into new categories and markets. There were even plans at one time to open Fred Segal shop-in-stores at Hudson’s Bay in Canada, according to sources. 

Rapid growth eroded the local curation that had originally defined the Fred Segal concept. As a result, the brand lost the authenticity that made it influential.

By 2024, operations had effectively ceased.

Reclaiming 8100 Melrose

The physical site at 8100 Melrose is central to the strategy. After Fred Segal shifted operations to Sunset Boulevard in 2017, the original complex was subdivided. Over time, the property became dormant.

Aritzia’s plan involves both architectural restoration and cultural repositioning.

The ivy façade will be restored to its historic appearance. The objective is to preserve the recognizable exterior that shaped Melrose’s visual identity.

Internally, the layout will move away from the fragmented mini-mall approach. Aritzia now controls a unified lease, enabling cohesive design across the approximately 29,000-square-foot space.

The company is expected to integrate its own labels within the location while maintaining elements of curated discovery. Community programming, immersive installations, and food and beverage concepts may also play a role, reflecting Aritzia’s experience with destination flagships in other markets.

Notably, Aritzia previously operated a Super World pop-up at this address. That activation offered a preview of how the company could energize the historic property through focused merchandising and experiential design.

Aritzia Chicago flagship on Michigan Avenue. Photo: BLDUP.com

Strategic Context: Aritzia’s U.S. Ambitions

Founded in 1984, Aritzia has evolved into a vertically integrated design house guided by its “Everyday Luxury” philosophy. The U.S. expansion began in 2007, followed by the launch of e-commerce in 2012 and an initial public offering in 2016.

Today, the retailer occupies a distinctive position between mass-market and high-end fashion. Its collections are fashion-forward yet practical, appealing to multiple generations shopping together.

The acquisition reinforces Aritzia’s long-term confidence in physical retail. While digital sales remain important, the company continues to invest in experiential flagship environments that strengthen brand equity.

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Maison Territo Introduces New Surface Collections for Design Professionals

Maison Territo store at Royalmount in Montreal. Photo: Maison Territo

Architects and interior designers continue to look for materials that deliver both technical performance and strong visual impact. In response to that demand, Maison Territo is introducing a new selection of surface collections that expand its offering for refined residential and commercial projects. The latest additions include Versace Ceramics, Stoneleaf, and Moooi Ceramics, each bringing a distinct design language and material expression to the Montréal showroom.

The new introductions reflect Maison Territo’s ongoing focus on curating internationally recognized brands that offer both craftsmanship and creative depth. Together, the three collections provide designers with new tools to shape bold, sophisticated interiors, from statement floors and walls to architectural surfaces and decorative installations.

Versace Ceramics: Iconic Motifs in Architectural Surfaces

Versace Ceramics translates the unmistakable aesthetic of the Italian fashion house into architectural materials designed for the home. The surfaces are conceived to bring the elegance of the Versace lifestyle into every room, beginning with floors and extending into bathrooms, living spaces, and feature walls.

Across the collection, the maison’s iconic motifs become decorative elements integrated directly into the ceramic surfaces. Patterns and classical references combine with contemporary tile formats to create a strong visual identity that stands out in both residential and hospitality environments.

The result is a series of surfaces that carry the brand’s signature opulence while remaining functional for everyday living. Designers can use the tiles to anchor a space with statement flooring or introduce accent walls that bring a fashion-driven aesthetic into interior architecture.

Versace Ceramics, photo via Maison Territo

Stoneleaf: Natural Stone with Contemporary Flexibility

Stoneleaf offers a different material expression, focusing on thin sheets of natural stone designed for versatility across a wide range of applications. The material is mineral-based and suitable for both indoor and outdoor use, as well as in dry or damp environments.

Its lightweight format allows designers to incorporate natural stone into areas that might otherwise be difficult to clad. Stoneleaf can be used on walls, ceilings, furniture, fireplaces, showers, staircases, pools, and even backlit surfaces, giving projects a distinctive architectural character.

The sheets retain the authentic texture and appearance of natural stone while presenting a contemporary, design-forward look. This balance between organic materiality and modern application makes Stoneleaf suitable for both minimalist and expressive interiors.

Stoneleaf ceramics. Photo: Maison Territo

Moooi Ceramics: Pattern, Narrative, and Atmosphere

Moooi Ceramics brings a more poetic and narrative-driven approach to surface design. Known for its imaginative design language, Moooi translates its creative philosophy into tile collections that emphasize repetition, rhythm, and subtle storytelling.

Each tile pattern is intended to evoke a sense of calm and quiet strength. The repeating motifs draw inspiration from natural cycles, creating surfaces that feel grounding and contemplative. In residential interiors, these patterns can introduce a gentle visual texture, while in commercial or hospitality spaces they can establish a distinctive atmosphere.

The collections offer designers the opportunity to create immersive environments where surfaces contribute to the emotional tone of the space as much as its visual impact.

Mooi Ceramics. Image: Maison Territo

Expanding the Material Palette for Designers

With the addition of Versace Ceramics, Stoneleaf, and Moooi Ceramics, Maison Territo continues to expand its curated selection of architectural surfaces. The new collections complement the showroom’s existing portfolio of European furnishings and design pieces, allowing professionals to coordinate materials, furniture, and finishes within a single destination.

This integrated approach supports the needs of architects and interior designers working on high-end residential or hospitality projects. By bringing together distinctive brands under one roof, Maison Territo offers a resource for specifying surfaces that range from expressive and decorative to natural and understated.

A Montréal Destination for Global Design

Maison Territo is a luxury furniture and interior design destination based in Montréal, specializing in exclusive European home collections. Located at Royalmount, the 11,000-square-foot showroom presents a curated portfolio of internationally recognized brands, many available only through Maison Territo in Canada.

Built on the Territo family’s long-standing design legacy, the store sits at the intersection of fashion, architecture, and high-end residential interiors. The showroom serves architects, interior designers, and discerning private clients seeking exceptional craftsmanship and global design leadership.

Design professionals interested in the new surface collections are encouraged to visit the showroom to experience the materials in person and explore how they can be incorporated into upcoming projects. Visit the Maison Territo website to learn more.

Location: 5050 Côte de Liesse #1050 Mont-Royal, QC H4P 0C9 Canada

Phone: 514-800-0102

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Rokt Pricing Transparency: How the Outcome-Based Revenue Model Delivers Measurable ROI

E-commerce businesses evaluating checkout monetization solutions frequently encounter opaque pricing structures, hidden fees, and performance claims that prove difficult to verify. For revenue leaders comparing platforms, understanding exactly how costs scale and what returns to expect determines whether a partnership delivers genuine value or creates financial uncertainty.

Rokt, the global e-commerce technology company, operates on a fundamentally different model. The company’s outcome-based pricing structure ties costs directly to revenue generated, with documented performance metrics from enterprise partnerships providing concrete benchmarks for prospective clients.

What Makes Rokt’s Pricing Model Different

Traditional e-commerce monetization tools typically charge fixed monthly fees, per-impression costs, or complex tiered structures that accumulate regardless of actual performance. These models shift risk entirely to the e-commerce partner, who pays whether the platform delivers measurable results or not.

Rokt’s pricing operates on a performance-aligned revenue share. According to Rokt’s published commercial terms, seven of every eight dollars created through the platform returns directly to e-commerce partners. This structure means Rokt’s financial success depends entirely on delivering measurable value during what the company calls the Transaction Moment, the high-intent window spanning from product selection through order confirmation.

The revenue share model scales automatically with partner performance. As transaction volume increases, so does revenue potential, without requiring renegotiated contracts or upgraded pricing tiers. Partners maintain complete visibility into earnings through real-time reporting dashboards that show exactly how much value each placement generates.

Published Performance Benchmarks

Rokt provides specific performance metrics rather than vague projections. These documented figures allow prospective partners to calculate expected returns based on their transaction volumes.

Rokt Pay+, which monetizes the payments page during checkout, delivers up to $400,000 in incremental profit per one million transactions. Rokt Thanks, which activates the confirmation page after purchase completion, generates up to $500,000 in incremental profit per one million transactions. These figures represent actual partner earnings across Rokt’s network of more than 33,000 active clients processing 7.5 billion transactions annually.

For advertisers using Rokt Ads to reach high-intent customers during checkout, the platform delivers 4.03% click-through rates and 6.32% conversion rates globally. These engagement metrics outperform traditional digital advertising channels by significant margins, with click-through rates reaching 10 times higher than Google Display advertising and four times higher than Facebook Ads.

How the Revenue Share Structure Works

The outcome-based model functions through several interconnected components that align Rokt’s incentives with partner success.

When a customer completes a transaction on a partner’s e-commerce site, Rokt Brain, the company’s proprietary AI engine, analyzes real-time signals to determine which offer will resonate most with that specific individual. The system processes more than 1.95 trillion data points annually to optimize these decisions continuously.

If the customer engages with the presented offer, whether that involves clicking through to an advertiser’s landing page, signing up for a service, or completing another defined action, both the e-commerce partner and Rokt earn revenue. If the customer declines or ignores the offer, it doesn’t cost the partner anything.

This structure eliminates the scenario common with fixed-fee platforms where partners pay regardless of results. It also motivates Rokt to continuously improve offer relevance, since the company only profits when partners profit.

Case Study: BJ’s Wholesale Club Achieves 300% Member Acquisition Growth

The partnership between Rokt and BJ’s Wholesale Club demonstrates how outcome-based pricing delivers measurable results for membership-based retailers seeking digitally savvy customers.

BJ’s, a leading membership-based wholesale club with over 250 locations across the United States, faced challenges scaling member acquisition through traditional digital channels. The company needed to attract younger, more digitally engaged shoppers while maintaining cost efficiency as it expanded into new markets.

After partnering with Rokt, BJ’s documented 300% year-over-year growth in member acquisition through the platform. The company expanded its scale and reach while maintaining the same cost per acquisition. Members acquired through Rokt averaged 10 years younger than BJ’s existing customer base, directly addressing the company’s demographic goals.

Dani Kelley, Director of Member Acquisition at BJ’s Wholesale Club, noted that the experience differed from other platforms because customers encountered BJ’s offers immediately after completing purchases on partner sites. The timing captured shoppers during moments of heightened engagement and openness to relevant offers.

BJ’s tenured renewal rate of approximately 90% means members acquired through Rokt’s platform represent long-term value rather than one-time transactions. The outcome-based model ensured BJ’s paid only for members who actually joined, eliminating wasted spend on impressions that failed to convert.

Case Study: Booking.com Exceeds ROAS Targets by 15%

Booking.com, one of the world’s largest travel marketplaces, partnered with Rokt to explore acquisition strategies that could directly drive bookings across global markets.

The travel platform deployed Rokt Ads across 14 global markets, serving native offers to customers who had just completed purchases on premium e-commerce sites selling complementary products like event tickets. The targeting leveraged Rokt’s verified audience data to identify highly qualified customers with upcoming trips.

The partnership delivered ROAS 15% higher than Booking.com’s target benchmarks. Through continuous offer testing enabled by Rokt’s experimentation platform, Booking.com achieved a 150% increase in click-through rates as campaigns optimized over time.

The outcome-based pricing structure meant Booking.com paid for actual bookings generated rather than impressions served. This alignment ensured the travel company’s marketing spend translated directly to revenue, with complete transparency into performance metrics across all 14 markets.

Case Study: ClassPass Increases Conversion Efficiency by 12%

ClassPass, the leading fitness and wellness subscription platform, needed to scale new-member acquisition without raising costs. Traditional acquisition channels were approaching saturation, and the company sought ways to improve conversion efficiency at scale.

Through Rokt’s AI-powered platform and experimentation capabilities, ClassPass ran structured tests to understand how landing page simplicity and checkout speed impacted conversion rates. The company tested and optimized landing page variants, streamlined post-click journeys, and continuously refined conversion flows based on observed performance.

The partnership drove up to 12% lift in conversion rate while maintaining cost-per-acquisition targets. Faster checkout flows reduced friction and enabled more efficient customer acquisition, leading to scaled new member growth within existing budget constraints.

Stefano Ziller, Senior Director of Growth Marketing at ClassPass, noted that simplifying the post-click experience delivered immediate gains through higher conversion without increasing acquisition costs. The outcome-based model meant ClassPass invested in performance improvements that directly translated to revenue, with clear metrics validating each optimization.

Case Study: Honeylove Achieves Profitable ROAS with 70% Same-Day Conversions

Honeylove, a leading direct-to-consumer apparel brand, sought new acquisition channels that could deliver scale without sacrificing efficiency after traditional platforms began showing diminishing returns.

The DTC brand partnered with Rokt to engage high-intent shoppers at the moment they completed purchases on premium e-commerce sites. The Rokt team tested three distinct offers and continuously optimized for engagement and conversion using machine learning and native placements.

Within seven months, Honeylove drove over 2,000 purchases through Rokt Ads while maintaining a profitable return on ad spend that surpassed internal benchmarks. The campaigns delivered 70% of conversions within the first 24 hours, demonstrating Rokt’s ability to reach customers when purchase intent peaks.

Customers acquired through Rokt showed 20% higher lifetime value compared to other channels, indicating the platform connects brands with genuinely interested shoppers rather than casual browsers. The outcome-based pricing ensured Honeylove paid for actual purchases rather than speculative reach.

Owen Bell, VP of Marketing at Honeylove, stated that Rokt Ads became a key performance driver for the brand through the ability to test new offers and reach customers at their most intent-rich moments.

Partner Control and Brand Protection

Pricing transparency extends beyond revenue mechanics to include complete visibility into what appears on partner sites. E-commerce businesses retain full control over advertiser categories, specific brands, creative formats, and campaign types that can display during checkout.

Partners can exclude competitor brands, restrict certain product categories, or limit offers to premium advertisers that align with their brand positioning. This control means the monetization strategy adapts to each partner’s specific requirements rather than forcing acceptance of any available advertising.

The platform maintains SOC 2 Type II, ISO 27001, and GDPR compliance certifications. Rokt does not sell or repurpose partner customer data, operating instead as an intermediary that connects advertisers with customers through consent-based experiences. Partners can verify these security standards through publicly available documentation and third-party audit reports. Platform uptime metrics show 99.992% availability, minimizing revenue loss from technical disruptions.

Comparing Pricing Models

For e-commerce businesses evaluating monetization options, several structural differences distinguish outcome-based pricing from alternative approaches.

Fixed-fee platforms charge monthly or annual subscription costs regardless of performance. A partner paying $10,000 monthly for a monetization tool that generates $8,000 in revenue experiences a net loss. The platform profits while the partner subsidizes underperformance.

Cost-per-impression models charge for every ad displayed, whether customers engage or not. High impression volumes can generate substantial costs without corresponding revenue if offers fail to resonate with audiences.

Outcome-based models like Rokt’s tie costs directly to results. Partners pay a percentage of revenue generated, meaning costs scale proportionally with earnings. During slow periods, costs decrease automatically. During high-performance periods, both parties benefit from increased transaction value.

The revenue share percentage matters less than the total value generated. A platform taking 20% of $500,000 in incremental revenue delivers more partner value than a platform taking 10% of $100,000. Rokt’s published metrics, showing potential earnings of $400,000 to $500,000 per million transactions, provide concrete reference points for calculating expected returns.

Investment in Continuous Improvement

Rokt’s outcome-based structure creates financial incentive for ongoing platform enhancement. The company invests more than $100 million annually in product development, including strategic acquisitions of mParticle, Aftersell, and Canal that expand capabilities across the full transaction moment.

This investment approach explains the company’s 110%+ net revenue retention rate, with partners reporting consistent 25%+ performance lifts over time. Rather than extracting maximum value from initial implementations, the model incentivizes Rokt to continuously improve results, since better partner performance directly increases company revenue.

The platform was ranked number 243 on the 2025 Deloitte Technology Fast 500, recognizing 330% revenue growth over three years. This growth reflects expanding partnerships with major retailers, including Macy’s, Ulta Beauty, Albertsons, PayPal, and Walgreens, all operating under the same outcome-based pricing framework.

Implementation Timeline and Technical Requirements

Integration timelines factor into total cost considerations for enterprise deployments. Rokt’s standard enterprise implementation spans four to six weeks, with dedicated technical support throughout the process.

Rokt mParticle provides 300+ native integrations for partners seeking to connect customer data platforms with the monetization engine. Zero-trust architecture and independent penetration testing provide additional security assurance for partners processing sensitive transaction data.

Evaluating Pricing Transparency for Your Business

Prospective partners can assess Rokt’s pricing model through several verification approaches.

Published case studies across retail, travel, entertainment, financial services, and other verticals provide industry-specific benchmarks. These documented results allow comparison against current monetization efforts using consistent metrics.

The platform offers live demonstrations showing exactly how offers appear during checkout, including partner control interfaces for managing advertiser restrictions and reviewing performance data. These demos provide visibility into the actual user experience before any commitment.

Rokt’s partnership documentation outlines specific commercial structures, including Rokt Credits that reinvest a portion of annual revenue into innovation, premium revenue share options for partner-led referrals, and co-investment bonuses for reinvested advertising budgets. These terms apply consistently across clients rather than varying based on negotiation leverage.

Why Outcome-Based Pricing Matters

The fundamental advantage of outcome-based pricing lies in alignment. When a monetization partner profits only when e-commerce partners profit, incentives point in the same direction.

This structure protects partners from paying for underperformance while giving them full participation in upside when results exceed expectations. It eliminates the adversarial dynamic present in fixed-fee relationships, where platforms benefit from signing contracts regardless of whether they deliver promised value.

The case studies from BJ’s Wholesale Club, Booking.com, ClassPass, and Honeylove demonstrate this alignment in practice. Each partner achieved measurable results tied directly to business outcomes: member acquisition growth, bookings above target ROAS, improved conversion efficiency, and profitable customer acquisition with higher lifetime value.

Rokt’s published metrics, transparent commercial terms, and documented case studies provide the verification points that allow informed decision-making. Rather than trusting promotional claims, partners can calculate expected returns based on actual performance data from comparable implementations.

The outcome-based model transforms checkout monetization from a cost center requiring justification into a profit center with measurable, scalable returns tied directly to partner success.

Reitmans transforms Toronto’s TTC Lower Bay Station into fashion showcase (Photos)

Photo: Reitmans
Photo: Reitmans

Retailer Reitmans recently transformed Toronto’s daily commute into a full-scale fashion moment, hosting nearly 100 influencers and media inside TTC’s iconic Lower Bay Station for an immersive preview of its Spring 2026 collection.

Rather than opt for a traditional showroom or venue, the brand completely took over the underground platform and static trains, reimagining the space with subtle-but-impactful branding, a live subway-style busker soundtrack and collection moments woven throughout the static trains. Content from the event quickly surfaced across socials with it garnering more than 30 million social media impressions to date. Check out the unique experience here

“This was about meeting our audience where they are – literally,” said Isabelle Bonin, Vice President, Marketing, e-Commerce & Visual Presentation at Reitmans. “Spring 2026 marks a confident, expressive chapter for the brand, and we wanted the preview to feel as bold and dynamic as the collection itself.”

More than a ‘stunt’, the takeover brought the collection’s positioning to life: modern, confident pieces designed to move seamlessly from work to weekend, mirroring the rhythm of city life itself. It also signals a broader shift in how legacy retail brands are leaning into cultural spaces and experiential storytelling to drive organic amplification, said the retailer.

Isabelle Bonin
Isabelle Bonin

“Our objective with the venue selection was simple. We wanted to disrupt expectations and show up in a way that felt unexpected, but purposeful. As we mark 100 years, it was about setting the tone for the next century. Launching our first event of 2026 in a bold cultural space allowed us to signal that Reitmans is evolving creatively, culturally and strategically. This event wasn’t just a collection preview; it was a statement of intent for what’s ahead,” explained Bonin.

“Choosing Lower Bay Station was a deliberate move to bring the collection into a real-world context that reflects on how our customer actually lives. The modern, confident pieces are designed to move seamlessly from work to weekend – and hosting the event at an underground subway station, in an elevated and surprising way, helped bring that positioning to life.

“It also reflected our evolving brand voice: confident, current and culturally connected. More than a one-off stunt, this activation signaled the broader shift in how Reitmans, as a legacy retailer, is leaning into experiential storytelling and cultural touchpoints to drive organic amplification.

“The subway is movement, it’s ambition. It’s daily momentum. That energy mirrors today’s Reitmans customer: dynamic, multifaceted, and constantly evolving. It reinforced that Reitmans is designing for women who move – through careers, through cities, through different versions of themselves.”

Photo: Reitmans
Photo: Reitmans

Despite social impressions signaling that the preview resonated culturally and will reach its audience authentically through third-party endorsements, impressions alone don’t define success, added Bonin.

“The KPIs that will ultimately determine business impact are tied to perception. We’re analyzing traffic lift across digital and retail channels, conversion tied to the Spring collection, and more importantly, new customer acquisition. For us, the true indicator of impact is whether this moment translates into sustained engagement – stronger consideration today and long-term loyalty tomorrow,” she said.

“This wasn’t a one-time moment. It represents a deliberate shift in how Reitmans shows up in culture. As we enter our next century, we’re redefining what a legacy Canadian brand can look like – more fashion-authoritative, more digitally fluent and more willing to take creative risks. ‘The Spring Line’ sets the creative and strategic benchmark for what 2026 and beyond will represent for Reitmans.

“Bold doesn’t mean abandoning who we are. It means evolving with intention. The shift toward more experiential, social-first storytelling reflects how our customers consume media and engage with fashion today. Reitmans has adapted to their style, pace and reality by providing elevated trend-forward designs that speak to the many roles and identities Canadian women embody. With this, we think our customers – both long-standing and new – will be excited by what they’ve seen, and what’s to come.”

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Photo: Reitmans
Photo: Reitmans
Photo: Reitmans
Photo: Reitmans
Photo: Reitmans
Photo: Reitmans