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Daily Synopsis: Mar 23, 2026

By
Retail Insider
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Today’s Retail Insider articles cover rising grocery prices driving Canadian households to cut back on premium items and seek discounts, reflecting ongoing food affordability issues. Toronto’s retail availability has dropped to a record low amid high demand from food and experiential retailers pushing rents up. Groupe Dynamite’s expected earnings surge highlights strategic real estate shifts boosting performance. These stories together show how consumer behaviour, retail space scarcity, and retailer agility define the current Canadian retail environment. Further discussion follows below, alongside Canadian Retail News From Around the Web.

 

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

Rising Grocery Prices in Canada Are Changing Consumer Behaviour

By
Sylvain Charlebois
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Grocery store in Quebec. Photo: Vergo Construction

Surveys after surveys tell the same story: Canadians are struggling at the grocery store. And yet, despite the mounting evidence, the situation is not improving.

Our lab has been tracking consumer sentiment on food affordability for years. The latest results, based on a national survey of more than 3,000 Canadians conducted earlier this month, in partnership with Caddle, confirm what many already feel at the checkout: the pressure is not easing.

Yes, food inflation eased slightly to 5.4 per cent in February. But for most households, that number is largely irrelevant. What matters is the total bill — and for many, it remains uncomfortably high.

 

In fact, 81 per cent of Canadians identified food as the expense that has increased the most over the past 12 months. Not housing. Not energy. Not transportation. Food.

That alone should be a wake-up call.

But what is more concerning is how Canadians are coping.

Our data shows that 34 per cent of households have drawn from savings or taken on debt just to put food on the table over the past year. That is not a marginal statistic — it is a structural sign. It suggests that food affordability is no longer being managed through simple budget adjustments. It is now eroding financial resilience.

Canadians are adapting, but not necessarily in ways we should be comfortable with.

Nearly half of respondents — 44.4 per cent — say they are seeking out more sales and discounts. Another 23.7 per cent are spending more time searching online for better prices, while 23.3 per cent report using more coupons. About 23.2 per cent are switching to cheaper stores altogether.

These are not minor adjustments. They represent a fundamental shift in how Canadians shop for food.

At the same time, households are making more difficult trade-offs. About 21.1 per cent say they are buying fewer non-essential items, while 19.7 per cent have switched to cheaper brands and 16.2 per cent are opting for generic products.

Even more telling is what Canadians are removing from their carts.

 

Roughly 15.4 per cent report buying fewer premium foods such as meat and fresh produce, while 13.4 per cent are buying more bulk items and 8.6 per cent are relying more on staple foods like pasta and beans. Some are even turning to food-rescue or surplus apps, though adoption remains limited at 8.5 per cent.

Others are making sacrifices beyond food. About 12.3 per cent say they are spending less on goods like clothing or electronics just to maintain their food consumption.

And despite all of this, only 5.9 per cent of Canadians report making little or no change to their grocery habits.

In other words, almost everyone is adjusting — and most are doing so significantly.

Beneath these behaviours lies a deeper shift.

Many households are quietly reshaping their food baskets.

They are buying less meat, fewer fresh products, and cutting out discretionary items altogether. These decisions help in the short term, but they come with longer-term consequences — particularly when it comes to nutrition and health.

This is not the traditional image of food insecurity. There are no empty shelves. No visible shortages.

Instead, what we are seeing is something far more subtle — and arguably more pervasive: a gradual erosion of quality, choice and dietary diversity. A quieter form of food insecurity, unfolding in real time.

And it is largely being misunderstood.

Much of the public debate continues to fixate on grocery chains and retail pricing. While scrutiny is warranted, focusing solely on grocers oversimplifies the issue.

Food prices are shaped by a complex system — one that includes energy costs, transportation, labour shortages, regulatory burdens, and global commodity markets. Retail is simply where all these pressures converge.

If we are serious about affordability, we need to look beyond the checkout counter.

There are deeper structural issues at play.

Since the late 2000s, food prices in Canada have increasingly diverged from overall inflation. At the same time, population growth has accelerated, putting additional strain on supply chains that were never designed for this level of demand.

Yet policy responses remain fragmented.

Improving productivity in the agri-food sector, reducing interprovincial trade barriers, and strengthening domestic production capacity are not glamorous solutions — but they are necessary ones. So is creating a regulatory environment that allows smaller players to compete and scale.

In the meantime, households are left to absorb the shock.

There is no widespread shortage of food in Canada. That is not the issue.

The issue is that food is becoming one of the most difficult expenses to manage.

And when one in three households starts relying on savings or credit to cover basic nutrition, it is no longer just an affordability problem — it is an early warning sign.

Food affordability has always been a cornerstone of Canada’s standard of living. If that foundation continues to weaken, the consequences will extend far beyond the grocery aisle.

The data is clear.

The question is whether we are ready to act on it.

More from Retail Insider:

Toronto Retail Availability Hits Record Low

By
Craig Patterson
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Queen St. W. in Toronto. Photo: Richie Diesterheft (CC BY 2.0)

Toronto retail availability has reached a historic low, underscoring continued demand for well-located storefront space across the city’s core shopping corridors.

According to a new report from JLL, retail availability across 14 tracked Toronto corridors declined to 6.22% in the fourth quarter of 2025, marking the third consecutive quarter of tightening and the lowest level recorded since tracking began. The data points to a market that remains highly competitive, even as broader economic conditions introduce new uncertainty.

Brandon Gorman, Executive Vice President at JLL Canada, said the milestone reflects sustained leasing activity and limited supply in key urban streets.

“It’s  the third consecutive quarter of tightening availability and the lowest availability rate that we’ve seen since we started this report” he said in an interview.

Leasing Momentum Continues Across Core Corridors

Brandon Gorman

Toronto’s retail leasing market remained active through the end of 2025, with 24 new lease transactions totaling more than 41,000 square feet completed in the fourth quarter alone. Activity was particularly concentrated along Yonge Street between Gerrard and Bloor, which recorded the highest number of deals and total square footage leased.

Food and beverage operators led leasing activity, accounting for the largest share of transactions. The category continues to anchor street-level retail demand, supported by evolving consumer preferences and strong foot traffic in urban neighbourhoods.

Experiential concepts are also gaining traction. Entertainment-focused tenants such as Hyve and Cardify secured space on Queen Street West, highlighting a broader shift toward activity-based retail that complements traditional merchandising.

Strong Fundamentals Despite Economic Headwinds

While retail fundamentals remain robust, the outlook for 2026 is expected to moderate as economic conditions evolve. JLL notes that slower population growth, softer disposable income gains, and reduced consumer confidence could temper spending in the near term.

However, Toronto’s underlying economic strength continues to support retail demand. The city recorded more than 28 million visitor arrivals in 2025, surpassing pre-pandemic levels, while tourism spending reached a record high. These trends have reinforced the role of streetfront retail as a key component of the urban economy.

Photo: Downtown Yonge BIA/Toronto

At the same time, office utilization patterns are stabilizing. Midweek attendance has climbed significantly, with Wednesdays reaching approximately 96% occupancy, providing a consistent boost to retailers that rely on weekday traffic.

Tight Supply Driving Competition for Space

The decline in Toronto retail availability reflects a broader supply constraint across many of the city’s most desirable corridors. In several submarkets, availability has effectively disappeared, creating intense competition among tenants seeking high-quality locations.

Even in areas with higher reported availability, such as parts of the downtown core, conditions are more nuanced. Gorman noted that headline availability figures can sometimes overstate true supply, particularly where redevelopment activity or limited-term leasing opportunities restrict tenant options.

“Tenant demand remains strong, but term constraints in recent years significantly narrowed the pool of prospective tenants,” he said.

This dynamic is especially evident on corridors where redevelopment has either removed inventory or created uncertainty around lease durations, shaping the types of tenants that can realistically secure space.

Yorkville Avenue in Toronto. Photo: Craig Patterson

Average Rents Continue to Climb

As availability tightens, rental rates have continued to edge upward across Toronto’s urban retail corridors. Average asking rents reached $94.24 per square foot in Q4 2025, reflecting steady growth quarter over quarter.

Prime corridors continue to command significantly higher rents, with top-tier locations achieving multiples of the citywide average. This pricing gap reinforces the bifurcation between prime and secondary streets, as well as the increasing importance of tenant mix and location strategy.

Toronto Retail Market Positioned for Long-Term Growth

Despite near-term economic uncertainty, Toronto’s retail sector remains well positioned for long-term growth. The combination of population density, tourism recovery, and a resilient urban economy continues to support demand for physical retail space.

Gorman emphasized that while conditions may evolve, the fundamentals underpinning Toronto’s retail market remain strong.

“I think if you look at it from that perspective, it’s a very tight market,” he said.

As retailers continue to compete for limited space in high-performing corridors, Toronto retail availability is expected to remain a defining metric for the market heading into 2026.

More from Retail Insider:

Icebug Expands Trail Line with Myr RB9X Launch

By
Craig Patterson
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Myr RB9X – The versatile newcomer with exceeding comfort. Photo: Icebug

Swedish footwear brand Icebug is expanding its presence in the Canadian market with the introduction of its Spring and Summer 2026 trail collection, anchored by the launch of the new Myr RB9X. The release builds on momentum from the brand’s previous Järv model while reflecting a broader strategic shift in how Icebug operates and distributes in Canada.

The latest collection highlights Icebug’s continued focus on technical performance, grip innovation, and sustainability, positioning the brand within a growing segment of consumers seeking high-performance outdoor footwear with environmental accountability.

 

Myr RB9X Introduced as Technical Evolution of Järv

The Myr RB9X represents Icebug’s newest addition to its trail lineup and is positioned as a more technical counterpart to the Järv RB9X, which debuted previously. Designed for versatility across trail and mixed terrain conditions, the Myr features a fully cushioned sole, high responsiveness, and the brand’s proprietary RB9X rubber outsole.

The RB9X outsole remains central to Icebug’s product offering. It is engineered to provide grip on wet rocks, uneven trails, and slippery urban surfaces without the use of metal studs. The Myr model incorporates 24 percent recycled materials and 7 percent bio-based materials, with a reported climate footprint of 10 kg CO2e per pair. The model will retail for $149.95 and be available in multiple colourways, including Triple Blue and Black.

The launch signals Icebug’s continued investment in trail running and outdoor performance categories, where demand has grown alongside consumer interest in year-round outdoor activity.

Järv Gaiter RB9X GTX – 100% grip. 100% waterproof. Photo: Icebug

Expanded Lineup Includes Updated Järv and Waterproof Gaiter Model

In addition to the Myr RB9X, Icebug is refreshing several existing models with updated colourways and technical enhancements. The Järv RB9X returns as a high-performance trail shoe, now offered in new colour combinations such as Grapefruit/Green and Black/White, with a climate footprint of 7 kg CO2e per pair.

A notable addition is the Järv Gaiter RB9X GTX, which integrates a waterproof GORE-TEX membrane. The design aims to prevent mud, gravel, and moisture from entering the shoe, addressing conditions commonly encountered in Canadian environments during transitional seasons. The gaiter model carries a higher price point at $249.95 and incorporates increased bio-based material content.

These updates reinforce Icebug’s positioning around durability and all-season usability, particularly relevant in markets such as Canada where terrain and weather conditions vary significantly.

Järv RB9X – High-performance trail shoe in new colours. Photo: Icebug

Canadian Market Strategy Shifts to Direct Operations

A significant development for Icebug trail footwear Canada is the company’s transition to a direct-subsidiary model. As of June 2025, Icebug assumed full control over its Canadian operations, including sales, logistics, and customer service.

Previously, the brand operated through Alberta-based Rock Gear Distribution. By internalizing distribution, Icebug aims to strengthen control over brand messaging, pricing, and its environmental transparency initiatives.

The shift aligns with the company’s “Follow the Footprints” program, which provides detailed reporting on the environmental impact of each product. Direct control allows Icebug to implement this level of transparency more consistently across the Canadian market.

The move also reflects a broader industry trend toward direct-to-consumer engagement, particularly for niche performance brands seeking closer relationships with their customer base.

 

E-Commerce Expansion Supports National Reach

Icebug’s Canadian e-commerce platform, launched in late 2024, has become a central component of its growth strategy. The site offers access to the brand’s full global assortment, including specialized models that were previously limited in availability through Canadian retail channels.

To support this expansion, Icebug maintains Canadian-based warehousing, enabling domestic shipping and avoiding cross-border duties. This infrastructure supports both accessibility and pricing competitiveness, which are key considerations for Canadian consumers.

The direct-to-consumer model also complements the company’s sustainability messaging, allowing it to communicate product-level environmental data without intermediary interpretation.

Continued Role for Specialty Retail Partners

Despite the shift toward direct operations, Icebug continues to work with a network of specialty retailers across Canada. These partnerships remain important for brand visibility and customer engagement, particularly in technical categories where in-store expertise can influence purchasing decisions.

Key retail partners include specialty running and outdoor stores in markets such as Alberta, Ontario, and Quebec. These locations serve as experiential touchpoints where consumers can interact with the product and better understand its performance features.

This hybrid approach allows Icebug to balance direct distribution with selective wholesale relationships that support brand credibility and market penetration.

Sustainability Remains Central to Brand Positioning

Icebug continues to emphasize sustainability as a core differentiator. The company has positioned itself as a leader in environmental transparency within the footwear industry, with initiatives that include detailed carbon footprint reporting and material sourcing disclosures.

The Spring and Summer 2026 collection reflects incremental progress toward the brand’s stated goal of reducing the average carbon footprint per shoe to 6 kg CO2e by 2030. Current models in the lineup range between 7 kg and 10 kg CO2e per pair.

The company also continues to incorporate recycled and bio-based materials into its products, alongside innovations such as algae-based foam and natural rubber components.

This focus resonates with a segment of Canadian consumers who are increasingly evaluating products based on environmental impact alongside performance.

More from Retail Insider:

Groupe Dynamite Earnings Expected to Surge

By
Craig Patterson
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Dynamite store. Photo: Groupe Dynamite

Montreal-based fashion retailer Groupe Dynamite is expected to deliver another strong quarter, reinforcing its position as one of the most resilient and high-performing apparel companies in North America.

According to a new earnings preview from Stifel analyst Martin Landry, Groupe Dynamite earnings are projected to show significant year-over-year gains when the company reports its fourth quarter fiscal 2025 results on April 1. While another earnings beat is considered likely, the report suggests the magnitude may be more moderate than in previous quarters as expectations have risen.

Even so, the broader narrative remains one of sustained momentum, operational discipline, and strategic execution in a challenging retail environment.

 

Revenue Growth and Profitability Continue to Surge

Martin Landry
Martin Landry

Stifel forecasts that Groupe Dynamite will report fourth quarter revenue of approximately $378 million, representing a 39% increase compared to the same period last year. Comparable store sales are expected to rise by roughly 30%, reflecting continued strong demand across both physical stores and digital channels.

At the same time, profitability is expected to improve significantly. Adjusted earnings per share are projected to more than double year-over-year to $0.66, supported by higher margins and operating leverage.

The report points to EBITDA margins approaching the high-30% range, a level that places Groupe Dynamite among the most profitable operators in the apparel sector. This margin expansion reflects a combination of gross margin improvement and disciplined cost management as the business scales.

Looking ahead, Stifel expects Groupe Dynamite earnings to remain strong through fiscal 2026, with comparable sales growth projected in the range of 6% to 10% and EBITDA margins potentially reaching 37% to 38%.

Operational Discipline Underpins Performance

A key factor behind the company’s performance is its operational efficiency. Groupe Dynamite has built a supply chain model that allows it to respond quickly to changing fashion trends, reducing inventory risk while maximizing sell-through.

The report notes that a significant portion of the company’s product assortment can move from production to store shelves in a matter of weeks. This level of speed enables the retailer to align closely with consumer demand, particularly within the fast-moving women’s fashion segment.

As a result, Groupe Dynamite has maintained strong inventory turnover and profitability metrics, which Stifel identifies as industry-leading. The company’s ability to execute consistently has contributed to investor confidence, even as broader apparel retailers face volatility.

 

Real Estate Strategy Driving Incremental Growth

Beyond merchandising and operations, Groupe Dynamite’s real estate strategy is emerging as a meaningful driver of future growth.

The company has been actively relocating stores from lower-tier shopping centres into higher-performing retail environments. According to the report, these relocations can significantly increase sales productivity, in some cases generating multiple times the revenue within the same footprint.

With a meaningful portion of the store network still positioned in lower-tier locations, this strategy provides a clear runway for continued improvement. It also aligns with broader trends in Canadian retail, where both landlords and tenants are increasingly focused on quality over quantity in physical store portfolios.

Garage store at The Mall at Millenia in Orlando, Florida. Photo: The Mall at Millenia

International Expansion and Market Dynamics in Focus

Investors will also be watching the company’s expansion into international markets, particularly the United Kingdom, where Groupe Dynamite has recently opened its first store and is expected to open additional locations.

At the same time, broader macroeconomic factors remain relevant. The report highlights the potential impact of tariff changes on apparel imports into the United States, noting that lower year-over-year tariff levels could provide a tailwind for margins in the first half of fiscal 2026.

Pricing strategy will also be an area of focus, especially in a scenario where cost pressures ease and retailers must decide whether to pass savings on to consumers or retain them to support profitability.

Resilience in a Competitive Apparel Landscape

While risks remain, including shifting fashion trends and potential economic headwinds, Groupe Dynamite appears well positioned relative to peers.

The company operates two complementary brands, Garage and Dynamite, targeting different customer segments and providing diversification within the women’s apparel category. Garage, in particular, continues to resonate strongly with younger consumers, supporting growth in both Canada and the United States.

Stifel characterizes Groupe Dynamite as one of the best-managed companies in the apparel sector, citing its strong return on invested capital, efficient inventory management, and consistent execution.

Following a recent pullback in the company’s share price, the report suggests that the stock may present an attractive entry point for investors seeking exposure to a high-growth retail operator.

More from Retail Insider:

Restaurant merch becoming increasingly more popular: Lightspeed Commerce

By
Mario Toneguzzi
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The Tavern Collective in Calgary. Photo by Mario Toneguzzi
The Tavern Collective in Calgary. Photo by Mario Toneguzzi

Restaurant merch used to be a souvenir, something you grabbed on your way out. Now, it can feel more like something you want to be seen in.

Hoodies that sell out, a sticker on your laptop, tote bags that start popping up all over the city. What once sat behind the register is now part of how people signal who they are.

What makes this moment different is the cultural weight restaurants now carry.

According to new data from Lightspeed Commerce, nearly 20% of hospitality businesses are now selling branded merchandise. For some successful restaurants, merch can represent as much as 11% of monthly revenue, even as high as 27% in some cases.

But it’s more than sales. Restaurants have become status markers. The spots you frequent reflect your taste and your circle. Wearing a restaurant’s logo is not just about loyalty. It reflects alignment. 

And alignment can quickly translate into demand. After a character on the TV series Heated Rivalry was shown wearing a St-Viateur Bagel T-shirt, the Montreal institution saw its logo tees surge in popularity, with merch sales nearly tripling in the weeks that followed. In moments like that, merch becomes more than apparel, it is cultural currency.

Restaurants are not just serving food. They are becoming part of how people express themselves.

Adoniram Sides
Adoniram Sides

“Restaurants are increasingly operating as lifestyle brands, not just places to eat. Consumers today are more intentional about where they spend their time and money, and they’re looking for ways to express that identity beyond the dining experience,” said Adoniram Sides, Senior Vice President, Lightspeed Commerce.

“At the same time, operators are facing tighter margins and shifts in consumer behavior, for instance around lower alcohol consumption, which has traditionally been a high-margin category. Merchandise offers a relatively low-lift way to diversify revenue without adding significant operational complexity. It’s also never been easier to execute. With integrated POS and e-commerce platforms, restaurants can launch and manage merchandise as a true retail category.

“There’s also a post-pandemic shift at play. Restaurants built stronger emotional connections with their communities, and merch has become a way for customers to continue supporting and engaging with those brands.”

For many restaurants, merch is becoming a meaningful and strategic revenue stream, said Sides.

“What makes it particularly attractive is margin. Unlike food, merch doesn’t carry the same level of perishability or operational cost, which can make it a higher-margin category when executed well. It also extends customer lifetime value. A guest who buys a hoodie or tote is staying connected to the brand long after they’ve left the restaurant, which can drive repeat visits and word-of-mouth,” he said.

“Cultural influence is a major accelerator. Social media has turned restaurants into highly visible, shareable brands, and that visibility translates directly into demand for merchandise.

“We’re also seeing moments in pop culture, when a restaurant shows up in a TV show, on social media, or through a celebrity moment, it can instantly drive demand. 

“For example, after a character on the TV series Heated Rivalry wore a St-Viateur Bagel T-shirt, the Montreal institution reported that sales of the item nearly tripled in the weeks that followed. It shows how quickly cultural visibility can translate into demand. Restaurants are no longer just places people go to eat. They’re brands people want to take home.”

Sides said urban markets tend to lead, particularly cities with strong local identity like Montreal, Toronto, New York, or LA. In these environments, restaurants are deeply tied to neighbourhood culture, which makes their brands more wearable.

“In terms of concepts, restaurants with a clear point of view, whether that’s design-forward cafés, iconic institutions, or places with a strong community following, tend to perform best,” he explained.

Tim Hortons photo
Tim Hortons photo

“What separates success from underperformance is intentionality. The restaurants that win treat merch like a true extension of their brand, investing in quality, design, and storytelling, rather than treating it as a novelty.”

This is part of a broader, lasting shift in how consumers engage with brands. People are looking for deeper, more personal connections, and restaurants are uniquely positioned to deliver that because of the experiences they create, noted Sides.

“That said, merchandise is not a fit for every restaurant, and not every restaurant will succeed. What makes sense for something like St-Viateur Bagels may not make sense for a fine dining establishment. It’s about making sure this extension of the business makes sense with the overall brand narrative and the target consumer,” he said.

“The future of restaurant merch will be less about simply having products, and more about having a brand people genuinely want to be associated with.”

More from Retail Insider:

Everwild wellness hospitality brand to open three new locations

By
Mario Toneguzzi
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Everwild image
Everwild image

Basecamp Resorts is expanding its Everwild wellness hospitality brand with three new Nordic Spa & Hotel destinations planned for Banff, Alberta; Fernie, British Columbia; and Harmony, Alberta, with construction expected to begin in 2026.

It’s the next phase of growth for Everwild following the opening of Everwild Canmore Nordic Spa & Hotel in November 2025, which is operating ahead of projections and helping validate strong demand for Nordic spa experiences in both mountain and urban-adjacent markets, said the company.

To support the three developments, Basecamp Resorts said it is expanding its Wildwood Investment Fund from $20 million (raised to date) to $50 million. The original fund included all three Everwild projects — Fernie, Banff, and Harmony, but was primarily weighted toward Fernie, with smaller allocations to the other two markets, said the company.

This next phase increases exposure to Banff and Harmony, two high-demand destinations, creating a more balanced and diversified portfolio across Western Canada’s strongest mountain and growth markets. The fund is targeting a projected internal rate of return (IRR) of approximately 24-28% and an equity multiple of approximately 2.1-2.5x over its planned term from Q1 2026 through Q4 2030, it explained.

Sky Mitchell
Sky Mitchell

“Everwild Nordic Spas & Hotels are created to offer a different way of travelling, one that prioritizes presence over pace,” said Sky Mitchell, Founder and CEO of Basecamp Resorts.

“With Canmore performing strongly, these three new destinations allow us to thoughtfully grow the Everwild experience across Western Canada, while the expanded Wildwood Investment Fund provides the foundation to support that growth.”

Everwild said the three developments represent its continued evolution as a collection of destinations designed to foster relaxation and meaningful connection through shared thermal experiences, communal resting spaces, wholistic dining and programming that bring guests together in a way that feels natural and unforced.

Each property will feature a complete Nordic thermal circuit, bespoke wellness rituals, integrated hotel accommodations, thoughtfully conceived food and beverage, and architecture shaped by its surrounding landscape.

Everwild image
Everwild image
Quinton Bennett
Quinton Bennett

“Leading the culinary vision across all new properties is Michelin-starred chef Quinton Bennett, who joins as Director of Culinary. He will oversee all food and beverage programming, from spa lounge menus and après-sauna offerings to full-service restaurant concept, bringing a refined, ingredient-driven approach that reflects the character of each destination. His appointment signals a continued commitment to elevating the guest experience, ensuring that dining is as considered and restorative as the wellness journey itself,” said Everwild.

Located in downtown Banff at the site of the current Basecamp Suites Banff property, Everwild Banff is expected to open in fall 2027. The development will introduce approximately 34,000 square feet of Nordic-inspired spa space across two levels, as well as a rooftop thermal circuit with panoramic views of Banff National Park. The existing 21-room hotel will be reimagined as part of the Everwild experience alongside treatment rooms and integrated food and beverage offerings including 60 lounge seats and an open-air rooftop bar and grill with capacity for 50 guests. Once operational, Everwild Banff is expected to employ approximately 70 people and welcome roughly 100,000 visitors annually.

Everwild image
Everwild image

Anticipated to open in summer 2027, Everwild Fernie will be located within the Elk Valley, surrounded by the Lizard Range. The project will include approximately 37,000 square feet of indoor and outdoor Nordic-inspired spa facilities, a 70-room hotel, and an on-site restaurant with 48 seats, designed as a year-round, fully integrated wellness destination. The property is expected to employ approximately 70 people and welcome an estimated 55,000 visitors annually, said the company.

Scheduled to open in winter 2028, Everwild Harmony will be located along the lakeshore in Harmony Village just west of Calgary. The 5.5-acre development will feature more than 138,000 square feet of combined Nordic-inspired spa and hotel space, including outdoor thermal pools, floating sauna docks, lakefront relaxation areas, a 26-room hotel, and a full-service restaurant with an estimated 225 seats. The property is expected to employ up to 300 people and welcome approximately 200,000 visitors in its first year of operation. This property will become Everwild’s flagship location and one of the largest spas in North America, added Everwild.

Everwild image
Everwild image

“Together, these three destinations represent the next chapter of Everwild and our long-term commitment to building wellness experiences that reflect the landscapes and communities they’re part of,” said Mitchell. “Through the Wildwood Investment Fund, we’re able to grow the Everwild platform in a way that supports both local economies and the future of wellness hospitality in Western Canada and North America.”

Basecamp Resorts operates 12 hotels across Western Canada, with more than one million guest stays and over $600 million in hospitality projects delivered.

More from Retail Insider:

Everwild image
Everwild image

Destination Canada and ‘Team Canada’ open the door to global tourism investment

By
Mario Toneguzzi
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The Well in downtown Toronto. Photo: The Well

Destination Canada and partners recently showcased Canada’s tourism investment opportunity to an international audience of investors and media at MIPIM 2026, the world’s leading real estate and investor event in Cannes, France, which attracts more than 20,000 delegates from 90 countries representing over $6.3 trillion (€4T) in assets.

Destination Canada is a Crown corporation wholly owned by the Government of Canada.

A 30-member ‘Team Canada’ delegation representing destinations and organizations from Vancouver, Tahltan, Kamloops, Winnipeg, Ottawa, Toronto and the Cape Breton region met with global investors and developers throughout the event to advance opportunities in accommodations, infrastructure, mixed-use developments and regenerative tourism experiences across the country.

Momentum from Canada’s strong reputation and growing global interest made this the right time for ‘Team Canada’ to show up. As competition intensifies globally for investment and visitor demand, MIPIM provided a platform to position Canada’s tourism sector as a compelling opportunity for international capital, said the organization.

Gracen Chungath
Gracen Chungath

“Canada’s Moment continues,” said Gracen Chungath, Senior Vice President, Investment and Destination Development, Destination Canada. “The level of interest in Canada from investors and media across the real estate, hospitality and mixed-use sectors at MIPIM exceeded our expectations.”

Destination Canada said the country’s tourism outlook is strong. Tourism is a high growth export, with fast returns. The sector is poised to be a major contributor to Canada’s goal to double non-US export growth, adding $300 billion (€185B) by 2035. As one of Canada’s largest export services sectors, tourism can generate 8-10% of Canada’s $300 billion (€185B) target. And it’s tariff-free.

Tourism is projected to grow at more than twice the rate of the broader Canadian economy, with $134 billion (€83B) in projected revenue by the end of 2025. We expect annual revenues to grow to $178 billion (€110B) by 2030, a goal that will require significant investment in new tourism assets and infrastructure, it said.

“The collective approach we took at MIPIM across jurisdictions, levels of government and the public and private sectors will continue to guide this work,” said Chungath. “That approach will help reinforce investor confidence and create long-term opportunities that support tourism development and grow Indigenous tourism across Canada.”

The Well in Toronto. Photo: The Well

The onsite MIPIM Awards also recognized excellence in Canadian projects, including Toronto’s The Well, which was named a finalist in the mixed-use development category. The nomination highlighted how investors can participate in Canada’s growth through projects that bring together food, retail, culture and commerce to create vibrant destinations that benefit communities and the broader economy, added Destination Canada.

More from Retail Insider:

Dare Foods partners with Canada Soccer

By
Mario Toneguzzi
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Photo- Canadian Premier League
Photo- Canadian Premier League

Canada Soccer and Canadian Soccer Media & Entertainment have announced a new partnership with Dare Foods as the Official & Exclusive Cookies Partner of Canada Soccer. 

At the centre of the partnership is Bear Paws Active, Dare’s new snack brand for active kids.

Dare will connect with Canadian soccer families from grassroots festivals to the professional and international game, engaging supporters at every level of the sport.

Deborah Attwood
Deborah Attwood

“At Dare Foods, we believe in making it easier for families to stay active together. Bear Paws Active is a tasty, convenient snack that helps nourish active kids, giving them the portable fuel they need to play, explore and keep moving. Our partnership with Canada Soccer amplifies that purpose on a national scale. From community pitches to cheering on our Women’s and Men’s National Teams, we’re proud to celebrate and support the players who inspire us and the next generation of young athletes,” said Deborah Attwood, Senior Marketing Director, Dare Foods Limited.

Maxime Crepeau
Maxime Crepeau

Canadian Men’s National Team goalkeeper Maxime Crépeau will represent Dare as an ambassador, strengthening the connection between the game Canadians love and the families who rally behind it from coast to coast.

“Soccer has always been about more than just the game — it’s about families, communities, and kids getting out to play,” he said. “Growing up in Canada, having that support around the sport meant everything to me. I’m proud to partner with Dare and Bear Paws Active to help encourage the next generation of players to stay active, have fun with the game, and dream big.”

The partnership comes at a pivotal time for Canadian soccer, with Canada Soccer’s National Teams competing in major international competitions over the next two years and growing national momentum behind the professional game at home. 

Dominic Martin
Dominic Martin

“As excitement continues to build around soccer across the country, we’re proud to work with a trusted Canadian brand that shares our commitment to inspiring kids to get out, play, and be part of the sport,” said Dominic Martin, Director, Marketing, Canada Soccer. “This partnership allows us to meet our community where they are and bring the energy around Canadian soccer into the everyday moments that help build lasting connections with the game.

Together, the organizations share a commitment to celebrating not only the athletes representing the maple leaf, but also the families, coaches and volunteers who sustain and drive the game forward in communities across the country.

Michael Beckerman
Michael Beckerman

“As we continue to grow the game in this country, it’s critical that our partners are integrated into the everyday lives of Canadians,” said Michael Beckerman, Chief Commercial Officer, Canadian Soccer Media & Entertainment.

“Bear Paws is one of those brands with true national reach and cultural familiarity. This partnership allows us to connect Canada Soccer’s National Teams with households across the country in an authentic and meaningful way, extending the visibility of our sport beyond the pitch and into daily family moments. At a time when the country is rallying behind its teams, that connection to a broad, family-focused audience is central to accelerating the growth of the game in Canada.”

Canadian soccer fans will be among the first to sample new Bear Paws Active innovations at Canada Soccer National Team matches, and Canada Soccer Grassroots Festivals across the country. The partnership will deliver national exposure across broadcast, digital and in-stadium platforms, with a particular focus on Canada Soccer’s National Teams properties.

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Saskatoon’s Midtown shopping centre supporting city’s Bus Rapid Transit system

By
Mario Toneguzzi
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Midtown (Image: Cushman & Wakefield)

Midtown, Saskatoon’s premier downtown shopping centre and one of the city’s largest year-round destinations, is voicing its support for the City of Saskatoon’s Bus Rapid Transit (BRT) system, including the proposed construction of dedicated bus-only lanes on First Avenue.

As a central hub that welcomes 4.3 million visitors annually and contributes an estimated $207 million to Saskatoon’s economy, Midtown said a modern, reliable transit system is essential to ensuring the continued vibrancy and accessibility of the downtown core.

“Midtown has always been a gathering place for the community, and we rely on strong, efficient transportation connections to keep downtown thriving,” said Mike Mehak, a consultant representing Midtown’s ownership group. “The BRT system and the First Avenue bus-only lanes that support it will make it easier for residents, workers and visitors to reach the heart of the city.”

Midtown said that successful downtown districts across North America are supported by dependable, high-frequency transit. The BRT’s dedicated lanes are designed to ensure buses move quickly and predictably, making transit a more attractive option for shoppers, employees and visitors.

“Many of our guests already rely on transit,” said Mehak. “Enhancing speed and reliability will only increase access to downtown businesses, including ours. A stronger transit network benefits the entire commercial ecosystem.”

Midtown acknowledged that construction will bring temporary challenges but stressed that the long-term benefits — greater accessibility, increased foot traffic, and a more connected city — far outweigh short-term disruptions.

“Cities that invest in modern transit see the payoff in a more vibrant, resilient downtown,” said Mehak. “We want Saskatoon to continue growing as a destination where people choose to shop, dine, work and spend time. The BRT is a key part of that future.”

Midtown is operated by Cushman & Wakefield, a leading global real estate services firm with approximately 53,000 employees in 400 offices and 60 countries.

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