Let’s talk about a problem every academic department and research institute knows too well. It’s not the big-ticket items like lab equipment or conference travel those are planned for. It’s the quiet, constant drip of digital subscriptions. The AI tool a PhD student needs for a paper. The design software for a conference poster. The new visualization platform a postdoc wants to test.
Individually, each request seems small. “It’s just $30 a month,” they say. But multiply that by fifty researchers across ten different fields, and suddenly you’re managing a small fortune in fragmented software licenses. The finance office groans, the IT department is stuck playing license cop, and brilliant minds are stuck waiting for approval or, worse, doing without the tools that could accelerate their work.
There’s a smarter way to do this. It’s not about saying ‘no’ more often. It’s about saying ‘yes’ to access, intelligently.
Think Library, Not Bookstore: A Shared Toolkit for Your Whole Team
We don’t buy a separate copy of every journal for every researcher; we buy institutional subscriptions. The same logic is revolutionising how forward-thinking groups handle software.
Imagine a centralised, shared-access platform a digital toolkit for your entire institution. Instead of fifty individual ChatGPT accounts, you have a pool of shared access. Instead of buying Adobe Creative Cloud for one project, you have a suite of creative and analytical tools available on-demand.
This changes everything. A graduate student analyzing satellite imagery doesn’t need to beg for a specialized subscription; they can use a tool that helps them how to describe an image programmatically, turning visual data into structured text for their analysis. A team designing a public-facing report isn’t blocked by a lack of design skills; they can use a runway ai image generator to create professional-grade graphics in minutes. The barrier isn’t money or permission; it’s just a login.
Why This is More Than Just Saving Money
Yes, the cost savings are dramatic. Converting dozens of individual subscriptions into one managed plan is basic financial sense. But the real win is in what you unlock.
You Kill Administrative Friction. The days of processing hundreds of individual software reimbursements and managing expired credit cards on file are over. One contract. One renewal. One point of contact.
You Fuel Serendipitous Innovation. When the tool is just there, people experiment. A sociologist might play with an AI text analyzer and discover a new methodology. A biologist might use a graphic design tool to better communicate their findings. Innovation happens when play is possible, and play requires low-stakes access.
You Build a Universal Skillset. When your entire team uses the same core set of platforms, collaboration gets easier. They speak the same digital language. Onboarding new team members means giving them the keys to the whole toolkit, not scrambling to purchase a dozen new accounts.
The Bottom Line for Institutions That Want to Move Fast
In research and education, speed and agility are currency. We can’t afford to have our best ideas stuck in a procurement queue.
Moving to a shared-access model for digital tools isn’t an IT decision. It’s a strategic leadership decision. It’s a commitment to removing the petty obstacles that slow down discovery. It tells your researchers and students: “Your job is to break new ground. Our job is to make sure you have the tools to do it.”
Streaming a pre-recorded video as a live broadcast on YouTube isn’t simple, as YouTube does not have a feature that supports this.
In order to loop a pre-recorded video on YouTube as a stream, you’ll need to use a third-party tool.
In this guide we’ll break down the tools that are available, how they work, and more. Let’s jump right in.
Why You Need a Third-Party Tool
YouTube Live is designed for real-time broadcasting. There’s no built-in scheduler or looping feature that lets you take a pre-recorded file and stream it continuously as live content. To do that, something needs to act as the bridge between your video file and YouTube’s live stream infrastructure.
The traditional answer was OBS – open-source broadcasting software that can capture a video file and stream it to YouTube via a stream key. It works, but keeping a 24/7 loop running on OBS means keeping a computer on permanently, managing your home internet connection’s reliability, and dealing with the inevitable crashes and restarts that come with running software around the clock unattended. For a stream meant to run indefinitely without supervision, local software is a fragile solution.
Cloud-based streaming platforms solve this by running the broadcast on their own servers rather than yours. Your computer’s job ends once the stream is configured and started.
The Best Tools for Looping Pre-Recorded Video on YouTube
LiveReacting – Best Overall
LiveReacting is the strongest option for most creators and brands, and the reasoning is straightforward: it’s as simple as any dedicated looping tool for basic use cases, and significantly more capable than any competitor when you need more.
For a standard looping setup, the workflow is minimal. Connect your YouTube channel, upload your video file, set it to loop continuously, and go live. LiveReacting automatically encodes your file to meet YouTube Live’s technical specifications – bitrates, format compatibility, resolution – so you don’t need to pre-process anything. Upload a .mov file, a 4K video, or a standard MP4 and it handles the conversion. The stream then runs on LiveReacting’s cloud servers indefinitely, with no local hardware involved.
For creators who want to go further, LiveReacting is the only platform in this space that supports interactive elements layered directly onto a looping stream. Live polls, trivia games, countdown timers, and an AI-powered host can all run on top of pre-recorded content – turning a passive video loop into something viewers actively engage with. YouTube’s algorithm rewards chat activity, so streams that prompt interaction tend to perform differently in search and recommendations than static loops. For brands running engagement campaigns, this is a meaningful capability that no other looping tool offers natively.
Additional features include simultaneous multi-streaming to YouTube, Twitch, and other platforms, built-in YouTube ad slot control, and the ability to manage client YouTube channels without requiring login credential sharing – relevant for agencies handling multiple accounts.
Best for: Creators running lo-fi music, ambient, or news channels; brands running interactive live campaigns; agencies managing multiple client streams; anyone who wants to start simple and scale without switching platforms.
Gyre – Functional but Limited
Gyre is a dedicated video looping service with a very simple interface.
For creators who want a single video looped continuously and nothing else, it gets the job done. The setup is very quick, and there isn’t really any learning curve to get over.
The limitations are equally straightforward. There’s no support for interactive features, playlist functionality is limited, and there’s no multi-streaming capability.
Gyre does one thing – loop a video – and doesn’t extend much beyond that. For creators certain they’ll never need more than a basic loop, it’s a workable option, though the pricing relative to more capable platforms is worth factoring in.
Best for: Creators who want the simplest possible setup with no interest in additional features.
Upstream – Reliable with File Restrictions
Upstream is a competent cloud streaming tool with generally solid stability. For standard file formats and straightforward looping requirements, it performs reliably.
The practical friction point is file support. Upstream doesn’t handle .mov files or 4K-to-1080p downscaling, meaning video files often need to be re-encoded before uploading – an extra step that platforms like LiveReacting remove entirely with automatic encoding. Like Gyre, there are no interactive features, so the ceiling for channel growth within the platform is limited.
Best for: Creators with pre-encoded standard-format files who want a no-frills cloud streaming option.
OBS (with PC or VPS)
OBS remains an option for creators who want granular control over every aspect of their stream setup.
It’s free, highly configurable, and widely documented. For a 24/7 loop specifically, though, the trade-offs are significant – local hardware running around the clock, home internet dependency, and no native loop function without additional plugins or workarounds. On a rented VPS, the hardware problem is solved but the setup complexity increases and ongoing costs accumulate.
This solution can work really well, but you will need to put in the time to learn how to do it properly and expect hurdles along the way.
Best for: Technically experienced creators who need custom configurations not supported by cloud platforms.
How to Pick the Right Tool
The decision comes down to how much reliability matters and how much you want to be able to do over time.
If your channel is a single looped video – a music mix, an ambience track, a news ticker – and you’re certain that’s the full scope of it, any of the cloud options will work.
If you want the setup to be genuinely simple from the start, file format flexibility without pre-processing, and room to add playlists or engagement features without migrating to a new platform, LiveReacting is the clear starting point.
For brands specifically, the interactive layer changes the outlook entirely. A looping stream is passive reach; a looping stream with live polls or trivia running on top of it generates comments and engagement signals that compound over time.
LiveReacting is the only tool in this space that offers that natively.
Summary
Looping a pre-recorded video on YouTube Live requires a third-party streaming tool – YouTube has no native feature for this. Cloud-based platforms are the most reliable approach, removing the dependency on local hardware.
Of the available options, LiveReacting offers the best combination of simplicity for basic setups, flexibility for advanced ones, and interactive features no competitor matches. For most creators and brands, it’s the natural starting point.
Opening of SUKOSHI at Bellevue Collection in Bellevue, Washington. Photo: SUKOSHI
Linda Dang did not follow a conventional path into retail. Her journey into entrepreneurship began early, driven by a desire to build something of her own and shaped by a consistent focus on the customer experience.
“I always knew early on that I wanted to build something of my own,” Dang said. “I started my first e-commerce business at 18, which ended up paying for my university.”
That early venture laid the groundwork for a career that would move across disciplines, including marketing and strategic sourcing, where Dang worked with major internet companies. She later launched a restaurant business in Toronto before turning her attention to what would become SUKOSHI.
Across each venture, a consistent theme emerged. “At the core of everything I’ve done, it always comes back to the customer, how they discover, how they experience, and what makes them come back,” she said.
That customer-first mindset would ultimately define SUKOSHI’s retail model.
Linda Dang, Founder and CEO of SUKOSHI
Identifying a Gap in Asian Beauty Retail
SUKOSHI was founded in 2018 after Dang identified a clear opportunity in the North American market. While Asian beauty was gaining global traction, it remained underrepresented and poorly executed in physical retail environments.
“At the time, Asian beauty was largely underrepresented in North America, and even when you could find it, the experience felt fragmented and transactional,” Dang explained. “There wasn’t a place that made discovery easy, approachable, or exciting.”
The original concept was not simply to sell products, but to create an immersive retail environment centered on discovery and education. Customers would be encouraged to explore, test products, and build routines in-store.
“It was always meant to be more than a store. It was about building a destination centered around discovery, education, and experience,” she said.
What began as a small-format concept in Toronto has since evolved into a rapidly scaling retail business operating across Canada and the United States.
Building a Distinct Retail Experience
SUKOSHI’s growth has been closely tied to its ability to differentiate itself through in-store experience. Rather than overwhelming customers with product, the brand focuses on curated assortments and intuitive merchandising.
“SUKOSHI’s identity is really about discovery, but in a way that feels intuitive, not overwhelming,” Dang said. “We’re not trying to be everything; we’re trying to be the place where you find the right things.”
Stores are designed to encourage interaction. Customers are invited to test products, learn about routines, and engage with knowledgeable staff. The goal is to guide shoppers from curiosity to confidence within a single visit.
“A lot of people walk in not knowing exactly what they want and leave with a full regimen because the space naturally guides them there,” she said.
This approach reflects a broader shift in retail toward experience-led environments, particularly in categories such as beauty where education plays a critical role.
SUKOSHI at 1542 Third Ave in New York City (Upper East Side). Photo: SUKOSHI
Scaling a Retail Concept Across North America
One of the defining moments in SUKOSHI’s trajectory came when the company proved that its concept could perform in physical retail at scale.
“Early on, the biggest unlock was proving that this category could work in physical retail at scale,” Dang said. “Once we saw the first few stores perform, it became clear this wasn’t niche, it just hadn’t been executed properly yet.”
Today, the company operates 21 stores and is pursuing aggressive expansion plans. Dang confirmed that SUKOSHI is aiming to roughly double its store count in the near term, with a focus on both Canadian and U.S. markets.
The United States represents a major growth opportunity. Early traction in key markets has reinforced the brand’s belief that its concept translates beyond Canada.
“We’ve seen strong early traction there, and we believe there’s a real opportunity to scale the concept across major markets,” Dang said.
A Brand Accelerator Model for Global Beauty Labels
Beyond retail, SUKOSHI has positioned itself as a strategic partner for international brands entering North America. The company’s role extends beyond distribution into brand building, education, and market positioning.
“We’ve positioned ourselves as a launch and growth partner in North America, not just a retailer,” Dang said. “Many brands come to us to enter the market, and we help them build awareness, educate customers, and sell through.”
This “brand accelerator” approach has become a key differentiator. Rather than simply stocking products, SUKOSHI actively shapes how brands are introduced and scaled within the market.
The model also informs merchandising decisions. Product selection is guided not only by quality but by long-term brand alignment.
“We’re not just asking, ‘Is this a good product?’ We’re asking, ‘Can we make this brand work in this market?’” Dang explained.
The Role of Physical Retail in a Digital World
Opening of SUKOSHI at Bellevue Collection in Bellevue, Washington. Photo: SUKOSHI
While e-commerce remains an important channel, Dang sees physical retail as central to SUKOSHI’s strategy, particularly in a category that relies heavily on trial and education.
“Physical retail is where everything comes together for us. It’s where discovery actually happens,” she said.
Online channels play a role in awareness and engagement, but the in-store experience drives understanding and trust.
“We view our physical stores as our strongest acquisition and education channel. Once someone experiences the brand properly in person, it drives repeat behaviour across all channels.”
This perspective aligns with broader industry trends, where physical retail is increasingly being repositioned as a complement to digital rather than a competitor.
Leadership in a High-Growth Environment
As SUKOSHI continues to scale, Dang remains closely involved in the business, maintaining a hands-on leadership style.
“I’m very hands-on and involved across most parts of the business,” she said. “As we scale, every year feels like a different company, so I like staying close to what’s actually happening on the ground.”
At the same time, she places strong emphasis on building a capable and empowered team.
“I care a lot about building a team that can think, not just execute,” Dang said. “The best ideas don’t always come from the top, so creating an environment where people can push things forward is important.”
That approach has contributed to a culture that supports rapid growth while maintaining operational discipline.
Recognition and a Female-Led Leadership Team
SUKOSHI’s recent recognition as one of Canada’s top growing female-led companies reflects both its commercial success and its leadership structure.
“It’s meaningful, but even more so because of the team behind it,” Dang said.
She pointed to internal initiatives, such as the company’s Women’s Day campaign, as examples of the team’s strength and cohesion.
“Watching the team come together, take ownership, and execute it the way they did was genuinely energizing,” she said.
The company’s leadership composition and culture have become defining elements of its identity.
Navigating Growth and Maintaining Focus
Rapid expansion has brought its share of challenges. Dang identified scaling operations and maintaining focus as two of the most significant.
“When you grow quickly, things break, and you’re constantly rebuilding processes while the business is still moving,” she said.
Equally important is the ability to prioritize.
“There are plenty of opportunities, but not all of them matter. You have to be very clear on what actually drives growth and what doesn’t.”
This disciplined approach has allowed SUKOSHI to expand while preserving the core elements that define its brand.
SUKOSHI at 1542 Third Ave in New York City (Upper East Side). Photo: SUKOSHI
The Evolution of Canadian Retail
Dang sees a clear shift in the Canadian retail landscape toward experience and specialization, particularly within beauty.
“Retail in Canada is shifting away from just product and more toward experience,” she said. “Customers expect more, especially in beauty. They want to learn, try, and feel something when they walk into a store.”
She noted that when SUKOSHI launched, consumer awareness in the category was limited. Today, customers are more informed and expect a higher level of expertise.
“There’s still a gap in how the category is presented,” Dang said. “That’s where I think the opportunity is, retailers that can go deeper, not just wider.”
Looking Ahead: Expansion Without Compromise
Looking forward, Dang is focused on scaling the business while maintaining its core principles.
“We’re focused on scaling, but doing it in a way that doesn’t dilute what got us here,” she said.
That includes continued investment in staffing and in-store expertise, which Dang views as critical to the brand’s success.
“We intentionally over-index on staffing beauty consultants on the floor because that’s a big part of what makes the experience work,” she said.
At the same time, the company is expanding aggressively across North America, with a clear emphasis on strategic location selection and brand partnerships.
“Helping brands not just enter the market, but actually win here is where we add the most value,” Dang said.
Advice for the Next Generation of Retail Entrepreneurs
For aspiring entrepreneurs, Dang’s advice reflects the same principles that have guided her own journey.
“If the customer doesn’t care, nothing else matters,” she said. “Especially in retail, you can build something that looks great on paper, but if it doesn’t resonate in real life, it won’t work.”
She also emphasized the importance of action over perfection.
“Don’t overthink it. A lot of people wait until things are perfect before they start, but you learn the most by actually doing.”
For women in particular, Dang encourages confidence and authenticity.
“Trust your instincts and don’t feel like you need to fit a certain mold of what a founder or leader should look like,” she said.
Aldi Location in Franklin, North Carolina. Source, Harrison Keely. Lidl location, source: Shutterstock. Image edits by Evan Nagy
Calls for more grocery competition in Canada have grown louder amid persistent food inflation and public frustration with pricing. International discount chains such as Aldi and Lidl are frequently mentioned as potential disruptors. However, despite consumer demand and even public courting by government officials, the prospect of an Aldi and Lidl Canada expansion remains highly unlikely in the near term.
In a recent interview with Retail Insider, Dr. Sylvain Charlebois, Senior Director of the Agri-Food Analytics Lab at Dalhousie University, said bluntly that a Canadian entry by either chain is not on the horizon.
“No, it’s not going to happen,” he said when asked about the possibility of Aldi or Lidl launching in Canada.
His reasoning reflects broader structural realities within the Canadian grocery market that make entry far more complex than public debate often suggests.
A Grocery Market With Fewer Stores Per Capita
At first glance, the Canadian grocery sector appears active and competitive. Loblaw recently announced a $2.4 billion investment plan that includes 70 new stores and renovations. Metro and Sobeys continue to expand selectively. Walmart and Costco are investing heavily in food.
However, Dr. Charlebois cautions that headline announcements do not tell the full story.
“I actually went into numbers and tried to figure out what is the per capita ratio in Canada versus the US,” he explained.
Since 2020, the number of grocery stores per 100,000 Canadians has declined from over 22 to roughly 18 or 19. That represents a meaningful drop. In the United States, by contrast, store density barely changed over the same period.
“It is a bit of an issue because as soon as you have fewer stores based on population, you can argue that there is less competition out there or less access,” he said.
In smaller markets, the loss of even one store can effectively leave a single operator controlling local food retail. That concentration is one reason consumers are calling for more competition. Yet ironically, it is also one of the reasons why Aldi and Lidl may stay away.
PHOTO: ALDI
The Oligopoly Problem
Canada’s grocery market is dominated by a handful of major players. Loblaw, Sobeys, and Metro collectively control a large share of national grocery sales. Each operates multiple banners, including discount formats such as No Frills, Maxi, Food Basics, and FreshCo.
Dr. Charlebois believes this entrenched structure presents a significant barrier to entry.
“It’s not an attractive market. It’s as simple as that,” he said, referencing Aldi’s recent announcement that it plans to open approximately 180 new stores in the United States without “a peep about Canada.”
For a foreign discounter, entering Canada would mean going head-to-head with incumbents that already operate their own discount chains and have deeply integrated supply chains. Those companies also control prime real estate in many communities.
Instead of seeing new foreign entrants, Dr. Charlebois believes consolidation is more likely.
“I think you are likely to see a merger or an acquisition of one of our players before seeing a new player coming into the market,” he said.
Aldi’s Efficiency Model and Canadian Realities
Aldi’s global success is rooted in extreme efficiency. Founded in Germany and now split between Aldi Nord and Aldi Süd, the company operates a no-frills model built around private labels, limited assortment, and operational discipline.
In the United States, Aldi Süd operates nearly 2,800 stores across 40 states and plans to reach 3,200 by 2028. It recently committed to a $9 billion multi-year investment plan.
About 90 percent of Aldi’s assortment consists of private label products, and the chain typically carries only around 1,500 items compared with the 30,000 or more found in a traditional supermarket.
Operational efficiencies include customers bagging their own groceries, bringing reusable bags, and returning carts to retrieve a coin deposit. Products often feature multiple barcodes to speed up scanning.
That model works well in dense markets with large populations and established distribution networks. Canada’s geography complicates that formula.
“It’s logistics. It’s barriers,” Dr. Charlebois said. “You saw what happened with Target. It’s not an easy market to develop.”
Canada’s vast landmass, relatively small population, and long distribution distances create high costs. For a model built on razor-thin margins, those logistical challenges are significant.
“You have to build your private label. It’s not going to be easy for them,” he added.
Image: LIDL
Lidl’s Phantom Canadian Launch
Lidl, often described as Aldi’s fiercest rival, has its own history with Canada. Years ago, the company quietly established a corporate office in Mississauga, hired staff, scouted real estate, and filed trademarks.
Then it abruptly shut down its Canadian operations before opening a single store.
While Lidl never formally explained its exit, analysts have pointed to several factors. The company ultimately prioritized the United States, where it has opened roughly 190 to 200 stores since entering in 2017. Lidl is currently focused on the US East Coast and expanding in markets such as New York City.
At the same time, Lidl continues to invest heavily in Europe, including the UK and Ireland. There has been no official indication that it plans to revisit Canada in 2026.
Economic Headwinds and Limited Growth
Beyond logistics and market structure, macroeconomic conditions also matter.
“Our economy is stagnant, there’s no wealth creation,” Dr. Charlebois said. “Our population’s not growing and those are really not good signs.”
He framed grocery retail bluntly as “the business of stomachs.” Without meaningful population growth or rising household wealth, the opportunity for large-scale expansion becomes limited.
While Canada has experienced immigration growth in recent years, Dr. Charlebois argued that economic capacity and purchasing power are equally important factors in assessing market attractiveness.
For a discounter looking to deploy billions in capital, the United States presents a far larger and denser opportunity.
Discount Saturation at Home
Ironically, one of the strongest arguments for an Aldi and Lidl Canada expansion is also a barrier.
Consumers are demanding lower prices. In response, Canadian incumbents are aggressively expanding their own discount banners. Loblaw’s recent investment plan includes a wave of new No Frills and Maxi stores, effectively reinforcing the discount segment.
“It’s totally normal for grocers to adapt to a more frugal market,” Dr. Charlebois said.
In addition, liquidation centres and extreme discounters are emerging, selling near-expiry or rejected products at steep discounts. Ethnic and specialty grocers are also gaining traction by offering competitive pricing and unique assortments.
“All these operators are actually operating stores very differently,” he noted. “A lot of them offer some really good deals too.”
That layered discount ecosystem further reduces the white space that a foreign discounter might hope to occupy.
Government Courting vs. Corporate Silence
The federal government has publicly encouraged international grocers to enter Canada in an effort to increase competition and reduce prices. Aldi and Lidl have been specifically named in policy discussions.
However, corporate action has not followed political encouragement.
Instead, Aldi is celebrating its 50th anniversary in the United States and accelerating expansion. Lidl is refining its American footprint and investing in digital tools such as its Lidl Plus loyalty app.
Neither has made any formal announcement about Canada.
For now, the idea of an Aldi and Lidl Canada expansion remains more political talking point than strategic reality.
A Market That Rewards Patience
If either chain were to enter Canada, Dr. Charlebois suggests it would require a cautious, incremental approach similar to Walmart’s entry in the 1990s.
“Unless you are progressive, and you do like Walmart in 1994, opening up a few stores here and there, and then you grow your network, you have to be patient,” he said.
Given current capital commitments elsewhere, that patience appears unlikely to materialize in the short term.
Despite ongoing consumer frustration and demand for new competition, structural barriers, economic realities, and strategic priorities abroad suggest that Aldi and Lidl are not preparing to enter Canada.
For now, the country’s grocery landscape will continue to evolve internally, through discount expansion, consolidation, and technological investment, rather than through a dramatic foreign disruption.
With federal, provincial, and territorial ministers set to meet next week for the Committee on Internal Trade (CIT), the Canadian Federation of Independent Business (CFIB) is calling on governments to build on recent progress and ensure reforms translate into real improvements for small businesses trying to operate across provincial and territorial borders.
“Canada has seen more movement on internal trade over the past year than we have in nearly a decade,” said Keyli Loeppky, CFIB’s director of interprovincial affairs. “The signing of the Canadian Mutual Recognition Agreement (CMRA) on the Sale of Goods and the introduction of mutual recognition legislation show governments are serious about tackling barriers. But momentum alone isn’t enough — businesses need clear rules, consistent implementation, and fewer exceptions.
Keyli Loeppky
“Small businesses are ready to grow, hire, and expand across Canada. Governments have an opportunity right now to turn momentum into meaningful change. Acting decisively will help unlock economic potential and make Canada’s economy stronger and more competitive.”
According to CFIB’s latest State of Internal Trade report, business owners continue to face obstacles such as duplicative testing requirements, inconsistent provincial regulations, and restrictions on moving goods and services across provincial borders.
“Small businesses are encouraged by recent announcements, but they’re also worried governments could replace old barriers with new, more complicated ones,” added Loeppky. “Reciprocal requirements, broad exceptions, and slow pilot projects risk recreating the same patchwork of rules that has held back Canada’s internal trade market for years.”
While the Canadian Mutual Recognition Agreement on the Sale of Goods is an important step forward, CFIB warns that inconsistent implementation or excessive carveouts could limit its impact. At the same time, major barriers remain in key sectors important to small businesses, including all services, food, alcohol, and labour mobility. Alcohol remains a clear example of slow implementation. The deadline for direct-to-consumer alcohol shipment is just two months away (May 2026), yet most provinces have made little visible progress, with the exception of New Brunswick and Manitoba, explained the CFIB.
CFIB is urging the Committee on Internal Trade to prioritize several actions at its upcoming meeting, including:
Quickly expand Canadian Mutual Recognition Agreement to include all services, food, alcohol, and labour mobility.
Ensuring consistent and transparent implementation of the Canadian Mutual Recognition Agreement on the Sale of Goods.
Removing reciprocal requirements from mutual recognition legislation to reduce red tape.
Publishing details of the interprovincial trucking agreement and its implementation timelines.
Resolving federal–provincial barriers preventing provincially inspected food products from moving freely across Canada.
Accelerating timelines for direct-to-consumer alcohol shipments.
The CFIB is Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.
“We have met or exceeded our guidance for Fiscal 2026 on all metrics, despite unfavourable weather conditions in the fourth quarter which negatively impacted store traffic during peak sales periods. Looking at the full year, our compelling year-round value continued to resonate with Canadians, as we also reached new customers through the opening of an exceptional 75 net new stores,” said Neil Rossy, President and CEO.
“Fiscal 2026 was also a milestone year for our international expansion, with Dollarcity entering its fifth market of operation in Mexico and our acquisition of a national discount retail chain in Australia. In Fiscal 2027, we will continue pursuing disciplined profitable growth in our core Canadian market, while executing on our priorities across our complementary growth platforms. As we advance these plans, our aim is to deliver unbeatable value to customers in every market in which we operate and unlock long-term value for our shareholders.”
Fiscal 2026 Fourth Quarter Results Highlights Compared to Fiscal 2025 Fourth Quarter (13 weeks compared to 14 weeks)
Sales increased by 11.7% to $2,101.3 million, compared to $1,881.3 million
In Canada, Comparable store sales, determined on a 13-week basis, increased by 1.5% (or 3.5% excluding the impact of the calendar shift), compared to 4.9% growth in the fourth quarter of the previous year
EBITDA increased by 6.2% to $711.5 million, representing an EBITDA margin of 33.9%, compared to 35.6%
Operating income increased by 4.7% to $584.4 million, representing an operating margin of 27.8%, compared to 29.7%
Net earnings increased by 0.4% to $392.5 million, resulting in a 2.1% increase in diluted net earnings per common share to $1.43, compared to $1.40
7 net new stores opened in Canada, compared to 15 in the corresponding period of the previous year, and 1 net new store opened in Australia under the “The Reject Shop” banner
888,309 common shares repurchased for cancellation for $174.8 million
Fiscal 2026 Results Highlights Compared to Fiscal 2025 (52 weeks compared to 53 weeks)
Sales increased by 13.1% to $7,255.8 million, compared to $6,413.1 million
In Canada, Comparable store sales, determined on a 52-week basis, increased by 4.2%, compared to 4.6% growth in the previous year
EBITDA increased by 13.5% to $2,408.2 million, representing an EBITDA margin of 33.2%, compared to 33.1%
Operating income increased by 13.3% to $1,937.9 million, representing an operating margin of 26.7%, unchanged from Fiscal 2025
Net earnings increased by 12.1% to $1,309.4 million, resulting in a 13.7% increase in diluted net earnings per common share to $4.73, compared to $4.16
Unrealized gain of $10.4 million recorded in the first quarter of Fiscal 2026 relating to the derivative on equity‑accounted investments, positively impacting EBITDA margin by 20 basis points and diluted net earnings per common share by $0.03
75 net new stores opened in Canada, compared to 65 in the corresponding period of the previous year, and 7 net new stores opened in Australia under the TRS banner since closing of the TRS Transaction
4,426,267 common shares repurchased for cancellation for $834.2 million
Founded in 1992 and headquartered in Montréal, Quebec, Canada, Dollarama is a leading Canadian value retailer with international reach with more than 2,800 stores and over 43,000 employees. Dollarama operates more than 1,700 stores in Canada. In Australia, Dollarama operates the country’s largest discount retail chain, The Reject Shop, with a national network of over 400 stores. Dollarama is also the majority shareholder, through its equity-accounted investments, in Latin American value retailer Dollarcity which has more than 700 stores located in Colombia, El Salvador, Guatemala, Mexico and Peru.
Galleria Supermarket in Thornhill. Photo: Galleria Supermarket
Galleria Supermarket has opened its largest location to date with the launch of its K-Town concept in Thornhill, Ontario. The new store, located at 300 Steeles Avenue West, welcomed customers last week, marking a milestone for the Korean grocery chain as it expands its presence and evolves its retail offering in the Greater Toronto Area.
Positioned as more than a conventional supermarket, the Galleria K-Town flagship store has been designed as a multi-faceted destination where retail, dining, and cultural experiences converge. The opening reflects broader shifts in grocery retail, where experiential environments and culturally driven concepts are increasingly shaping consumer engagement.
A Cultural Retail Destination for the GTA
The new K-Town location introduces a concept that is positioning the space as a hub that celebrates Korean culture while making it accessible to a wider, multicultural audience across the region.
“K-Town is envisioned as a symbolic space — a slice of Korea within Toronto,” said a Galleria spokesperson. “We aim to make K-Town a cultural hub that will be cherished by both Korean-Canadians and multicultural communities alike.”
The expansive layout allows for a blend of food retail, prepared meals, and lifestyle offerings. As a result, the Galleria K-Town flagship store aims to serve both as a daily shopping destination and as a place for discovery and community gathering.
Galleria Supermarket K Town branch in Toronto: Fruit and vegetable counter. Photo by Galleria Supermarket
Expanded Food Offering Anchors the Experience
At the core of the new location is an enhanced grocery and prepared food offering that builds on Galleria’s established strengths. The store features fresh produce, a broad assortment of grocery and household goods, and what is described as the company’s largest deli kitchen to date.
Meals will be prepared fresh daily using established recipes and quality ingredients, reinforcing the importance of ready-to-eat and home meal replacement categories within the business model. These offerings have become a key differentiator for Galleria, particularly as consumers increasingly seek convenience without sacrificing authenticity.
The flagship also introduces Galleria Avenue, a food court concept that brings together a curated mix of Korean and Asian dining options. Vendors include Kenzo Ramen, Myungpoom Seolleongtang, Woojoo Bunsik, and a Bûngopang café, providing a range of traditional and contemporary menu items.
The location also features the arrival of Ediya Coffee, marking the brand’s first Canadian outpost, alongside the addition of Paris Baguette, further enhancing the international appeal of the food offering.
Galleria Supermarket K Town branch – Deli Kitchen Island. Photo by Galleria Supermarket
Integrating Retail, Beauty, and Lifestyle
In addition to food, the store incorporates a range of complementary retail concepts designed to broaden its appeal. Yeowoo, a dedicated beauty retail space within the store, offers a curated assortment of K-beauty products, including popular and trend-forward brands.
This integration of grocery, foodservice, and lifestyle retail reflects a growing trend among international supermarket operators to create more immersive, multi-category environments. By doing so, Galleria is aligning itself with global retail formats that emphasize experience alongside transaction.
The store also features a cooking class studio equipped with 12 individual kitchen stations. These facilities are expected to host interactive programming for customers of all ages, reinforcing the location’s role as both a retail and educational space.
Galleria Supermarket K Town Branch Food Court
Strategic Expansion and Market Positioning
The opening of the Galleria K-Town flagship store represents a significant step in the company’s broader growth strategy. Founded in 2003, with roots in the Korea Food Trading wholesale business dating back to the 1980s, Galleria has grown into Canada’s largest Korean grocery chain.
The company operates multiple formats across the GTA, including large-format supermarkets and smaller urban “Express” stores tailored to downtown consumers. Its vertically integrated supply chain, supported by Korea Food Trading, allows Galleria to offer a wide range of imported and exclusive products while maintaining competitive pricing.
In recent years, the retailer has pursued expansion opportunities across Ontario, targeting both suburban and urban markets. The K-Town concept reflects an evolution of this strategy, positioning Galleria as not only a grocery operator but also a cultural and experiential retail leader.
Galleria Supermarket K Town Branch – Kitchen Catering Corner. Photo by Galleria Supermarket
Community Impact and Future Outlook
The K-Town development is also expected to play a meaningful role within the local community. Galleria has indicated plans to introduce outreach programs, events, and partnerships tied to the new location, continuing its efforts to promote Korean culture in Canada.
Beyond its immediate retail function, the space is being framed as a gathering place that supports cultural exchange and community engagement. This aligns with broader trends in retail development, where physical spaces are increasingly designed to foster connection and shared experiences.
The existing Galleria store nearby at 7040 Yonge Street will remain open for the time being, although it is expected to relocate in the future as part of a planned redevelopment in the area.
Galleria Supermarket K Town branch. Photo by Galleria Supermarket
A New Benchmark for Ethnic Grocery Retail
The launch of the Galleria K-Town flagship store signals a new phase in the evolution of ethnic grocery retail in Canada. By combining grocery, dining, and cultural programming within a single environment, Galleria is setting a benchmark for how specialty retailers can expand their role in an increasingly competitive market.
As consumer expectations continue to evolve, concepts like K-Town show how retailers can differentiate themselves through experience, authenticity, and community-driven design. For Galleria, the new Thornhill location represents both its largest store and its most ambitious vision to date.
Galleria Supermarket K Town Branch Opening Ribbon-Cutting Ceremony. Photo by Galleria Supermarket
After 22 years of outdoor performance and hybrid footwear, KEEN’s trail running movement continues to grow with the launch of its dedicated trail running category.
The new category is Seek, the brand’s first trail runner, and its latest innovation, Roam – an adaptive trail runner for gravel, dirt, and road.
Shaun Bohnsack
“Trail running was a natural progression for KEEN,” said Shaun Bohnsack, VP of performance footwear at KEEN. “We’ve been consciously creating durable, comfortable shoes for the trail for over 22 years – innovating materials and construction methods to get lighter and faster, with less impact on the planet.
“We’re taking that same trail DNA, and our signature durability and comfort, to make trail running more accessible to our fans – creating trail running footwear for different terrain and performance goals.”
KEEN said its innovation team spent nearly two years developing the Seek trail runner – insight that was used to start building out KEEN’s trail running offering. While Seek delivers maximal comfort and pinnacle performance, Roam, the company said its latest release is a versatile, daily trainer that can span all terrain. Both trail running models were Consciously Created with enhanced durability, as they share the same high-abrasion formulation of KEEN.ALL-TERRAIN rubber – independently tested by Heeluxe to be about twice as durable as a typical trail running shoe. They also both offer KEEN’s signature roomy forefoot with plenty of space for toes to naturally splay.
“We’re in a lot of the larger outdoor stores I’m sure you’re very familiar with, but we’re also in some of the smaller mom-and-pop shoe stores as well,” he said.
There is not a storefront presence in Canada but the retailer has two in the U.S., in Portland and in Palo Alto, California, and a few overseas in Japan.
“The brand is only 22 years young, which in the grand scheme of footwear is nothing compared to some other brands. We were established in Canada a year after that — so 2005, the tail end of 2005,” said Merko.
“I’m about to be in year 10 with the brand this November. Prior to that, I was with a few other athletic footwear companies. The last 10 years for footwear in general has been such a crazy ride, especially when you throw a pandemic in there and what that does not only for supply chain, but people’s demands, interests, and activities. We’ve really seen it be a rollercoaster.
“Traditionally when we started, it was brown leather hiking boots and sandals that could get wet. That’s where we built our business. But as trends change and style and interests change, people are looking for stuff that’s more colourful, more lightweight, and more versatile. We’ve definitely seen our business evolve, even just from five or six years ago. We’re really just trying to keep up with the demand we’re seeing from our fans.”
KEEN photo
Merko said the brand is seasonally diversified. A sandal business does really great in spring and summer. An insulated business does really well when it gets cold.
“We have a lifestyle business that’s a constant right through the season, and hiking is usually spring and fall,” he said.
“What we do see is that seasonality has shifted in terms of timing. If winters are hitting later or summers are starting later, we’re seeing some of that. But the diversity of the business has helped us continue to grow.
“We’re also getting into newer categories. Trail running is a newer one for us. You would think as an outdoor brand we already had a trail running line, but it’s brand new. I think that’s opening doors in terms of new retail categories. The traditional running category, which we really were not in, has opened some doors for us. I would say we’re definitely experiencing very stable growth, and these new categories are helping accelerate that.”
Product development takes place at the Portland, Oregon head office. But there is a lot of regional input, especially when it comes to things like insulated product.
“Nobody knows insulated footwear as well as Canadians. The product teams are really great at getting feedback from all regions in terms of what Canadian fans need, or fans in Japan or Europe. I feel like we have strong input into that, which has been great,” said Merko.
“People don’t know that KEEN is a privately owned company. Some people think it’s part of a larger shoe conglomerate. It’s privately owned and what we call values-led.
KEEN photo
“I’ve worked at other footwear brands, and they all talk about being values-led and giving back. My experience at KEEN has been completely different — for the better. The way we build product, the way we give back to the community, the way we help Canadians in disaster response — that was never on anyone’s radar at other footwear companies. With us, it’s different.
“I think that’s why Canadians and fans like us so much. We have this core following. Talking to retail partners, people come in and say, “I just want another pair of size nine Newport sandals.” They don’t want to try them on — they just know that’s their sandal and they’ve had it for many seasons.
“We have a really loyal following, but we’re also getting momentum with younger fans coming to us for the first time. It’s exciting because we have core traditional categories and newer growing categories, and that’s really helping accelerate our business. It’s a fun time. It’s been 10 years, but it’s still super exciting. I still feel like we have a ton of potential and opportunity.”
Rexall recently opened its significantly expanded pharmacy at 325 Moore Avenue in Moore Park in Toronto, adding more clinical space and on-site services that give residents additional same day options for common health needs.
The company said independent research shows a growing primary care gap in Toronto, with more than 500,000 residents already without a family doctor and projections approaching one million by 2026. Pharmacies are taking on a larger role in same day care as patients look for timely assessment and treatment, added Rexall.
What is new at this site:
Minor illness assessment and prescribing for common conditions, supported by expanded consultation space
Medication management for people with complex prescriptions
Seasonal and routine vaccinations with increased capacity
A larger, modernized pharmacy footprint designed to improve flow and reduce wait times
These services are provided at the Moore Avenue pharmacy, with the expanded layout designed to make them easier to access.
“We often look at where we’re going to place our pharmacies, both from a pharmacist-led clinic perspective, and there’s a lot of thought that goes into that. We definitely saw a need to be able to provide access to trusted healthcare providers and additional clinical services at a pharmacy level,” she said.
“It reflects our commitment to modernize the store, expand access to our pharmacist-led clinics and services, while investing in those neighborhoods where trusted health support is really needed most.”
With the expanded scope of practice for pharmacists and them being able to work within the education they’ve gone to school for, there are more opportunities now for delivery of care, especially through minor ailments assessment for common conditions.
“We’re certainly seeing opportunity now for pharmacists to help really bridge that gap in the healthcare system and then really work within it in an integrated, collaborative care model, working closely with physicians and prescribers as well to meet that demand,” explained Wittke.
“We definitely want to make sure, first and foremost, that patient comfort and privacy is our number one priority. So we do create a space that feels welcoming, where they can have those conversations with our pharmacists.
“Oftentimes, too, you might see some equipment that you would see in some primary care physicians’ offices. You might see things like a blood pressure machine. You might see things like body composition tools that help to assess and provide additional information and clinical results for patients as well.
Rexall photo
“You may also see other tools to be able to provide some of those clinical services and assessments, especially around minor ailments and conditions. It’s also a place where we provide a lot of vaccinations. Patients come to us for travel consults as well.
“We’ve really tried to curate that space to meet the needs of the patients and, again, support that expanded scope of practice for our pharmacists.”
Currently, Rexall has just under 400 locations and operates 22 pharmacist-led clinics.
Rexall photo
“We’re really thoughtful about where we expand. Our grand reopening in Moore Park really reflects that broader strategy — to elevate the pharmacy experience, expand those clinical services, and really modernize the way we show up in communities across Canada to better support that expanded scope of practice that our pharmacists do have,” said Wittke.
“So we’re really looking at that as an example . . . more modern, more service-focused, and more aligned with what Canadians need, really supporting Canada’s health one person at a time.”
Wittke said there’s opportunity for that integrated care model with pharmacists and prescribers.
“We see that there is a healthcare gap. In Ontario specifically, we know 2.4 million Ontarians are without access to family doctors,” she said.
“So having a reopening like that helps to improve access to convenient, high-quality healthcare for patients living and working in those communities. Certainly, I think there’s opportunity for expansion.
“We’re very thoughtful in where we do expand, and again, that reopening in Moore Park reflects that broader strategy for us.”
