If you’re employed in the retail sector in Canada, you know that the ground is moving under your feet. The window for a price slip-up is even slimmer, and shoppers are in and out of your site within seconds to a competitor. Previously, retail price monitoring was a spreadsheet job that an intern would do every quarter, between coffee breaks. If you’re not keeping a close watch on prices, then you’re not just missing a beat; you’re giving the market a beat.
Why Weekly Spreadsheets Don’t Work Anymore
The speed at which the market is moving is almost like it’s going through a war. Statistics Canada reports e-commerce sales in Canada surpassed $73 billion, accounting for over 7% of all retail sales. The same report highlights that digital baskets are rapidly changing when a better price becomes available. It’s not only the big box guys discounting. Niche brands and marketplace sellers are making adjustments by the hour, as are private-label lines.
Real-Time Retail Price Monitoring: What It Can Really Unlock
Going into real-time isn’t merely about seeing numbers quicker. It changes the game from a data-less approach to one driven by data. The more frequently you monitor your retail prices, the more powerful things happen:
You create dynamic pricing algorithms for retail that automatically adjust prices in response to rivals’ actions and stock levels.
You’ll receive SKU-level pricing data to help you identify which items to take a shot at. And which ones to pass on.
You begin to understand your product’s competitiveness through meaningful private-label price benchmarking against rivals.
Tech Stack That Makes Your Competitor Price Tracking Useful
The NASA control room is not a requirement. There are a few smart tools used for modern price tracking. Competitor pricing intelligence platforms (such as Prisync, Competera or locally developed solutions) extract raw information. Then they deliver it to retail analytics dashboards that your buying and e‑comm teams can understand.
These dashboards help a data-driven team identify trends. For example, you could discover that your primary rival consistently offers a discount on winter tires on the third Thursday of September.
The Infrastructure That Maintains Scraping
So, let’s be honest here: scraping at scale can be a headache in the real world. Websites don’t love bots, and retailers (Canadian or American) are taking steps to protect themselves against bots. If your scraper is going to a competitor’s site with the same IP address every 5 minutes, you will be blocked quicker than a hockey fight is broken up.
This is where infrastructure comes in handy. A robust ecommerce data scraping pipeline requires a stable proxy infrastructure. Proxies change IP addresses, making it appear as if the requests are from regular customers in various provinces or states. You maintain data flow. Many analytics teams use stable proxies from Proxy-Seller, and they do not have to worry about interruptions in that flow. It supports the entire retail price monitoring machine. Without it, you are likely to spend hours dealing with clogged scrapers rather than analyzing prices.
Protect Your Brand With MAP Compliance
When selling through third-party retailers or marketplaces, MAP compliance monitoring can seem like a game of whack-a-mole. One rogue seller sells your high-end kitchenware collection for $79. It is $129 less than the price you agreed to pay. And suddenly your brand’s value perception is affected, not to mention the angry calls from other retailers.
Real-time retail price monitoring means that you won’t have to wait until a weekly report to see if there is a violation. The system will alert you in an hour, take a screenshot and notify your channel manager. That’s the speed that’s good for Canadian brands that depend on specialty stores from Vancouver to St. John’s, as it helps maintain relationships and margins.
Navigating the Complexities of Cross-Border Pricing Comparison
The loonie is volatile, and Canadians are well known for their willingness to cross the border for a better deal. You may be selling patio sets for a great afternoon deal. But until a customer checks out a US retailer’s price on their cell phone, you may find that you’re still 15% more expensive after the exchange.
another for important US rivals who ship products to Canada or who physically cross the border.
The data is integrated into one dashboard and enables your team to fine-tune as they go. It can be a matching game and/or a justification for the premium based on a shorter delivery time or Canadian-based support. In either case, you won’t be able to tell that story without the numbers.
Ecommerce Data Scraping: A Quick Local Case Study
Previously, Calgary-based Mountain Peak Outfitters, a retailer of outdoor gear with 11 physical locations and an online store, had a junior buyer manually check three competitor websites each Wednesday. This reactive strategy resulted in late markdowns of stale products and missed opportunities to keep prices down.
In response, Mountain Peak adopted a lightweight retail price monitoring solution that tracks 15,000 SKUs. In the first quarter, they showed that their private-label camping stoves had room for a 4% price increase without impacting conversion. It also identified a trend of reducing tent prices before long weekends, which allowed Mountain Peak to beat the price cut by 48 hours. This approach resulted in a 3% margin gain in the core categories.
Wrapping Up
If your team has not yet gotten into the habit of retail price monitoring, you are already losing money and margin. Whether it’s an e-commerce site, a giant mall or the main street of a town, the Canadian retail market is fast and harsh. Consumers have no tolerance for retailers that cannot keep up.
The positive: It’s not as intimidating as it seems to get started. Identify your top 500 SKUs, try a monitoring tool and add that rock-solid proxy infrastructure to your data pipelines to avoid the meltdown. Then, scale until you’re monitoring others, private brands and cross-border competition on a single platform.
Walk into the back office of almost any franchise restaurant in the Southeast US and you’ll find the same sad shelf. A video recorder from one company, a music player from another, a drive-thru timer from a third, a network switch nobody remembers installing, and a binder of support numbers that may or may not still be in service. Each piece was bought separately, installed separately, and, when it breaks, blamed separately.
For a single store, that shelf is an annoyance. For an operator running thirty or fifty locations across Georgia, it becomes a structural problem. And in a region as dense with franchise restaurants and multi-unit retail as the Southeast, it’s a problem a lot of operators share.
One company that has built its entire business around fixing it is CGS Video, an Augusta, Georgia-based integrator that has spent roughly 35 years becoming, for its clients, the only technology phone number worth keeping in that binder.
The finger-pointing tax
The case for a company like CGS starts with a scenario every multi-unit operator recognizes. A camera fails at store 14. The manager calls the security vendor, who says the problem is the network. The network contractor says the cabling was done by someone else years ago and won’t touch it. Three service calls later, the camera works again, and the operator has paid for the finger-pointing as surely as for the repair.
CGS’s answer is blunt: own every layer. The company installs and services CCTV, commercial security, drive-thru communications, background music, digital menu boards, structured cabling, WiFi, and point-of-sale systems under one roof. When something fails, there is exactly one number to call, and the person answering it has no one else to blame. The cabling, the camera, and the network it rides on were all put in by the same firm, usually at the same time, which means diagnosis doesn’t begin with an argument about whose fault it is.
The scale tells you the model has taken hold. CGS currently maintains around 12,000 active cameras, serves some 2,000 background music subscribers, and handles drive-thru maintenance for about 500 users, most of that concentrated in Georgia and the Carolinas.
Why geography still decides who wins
In quick service, the drive-thru now carries the majority of sales at many locations. When the headset system or the timer dies, cars stack up and revenue leaks out in real time. A menu board outage during the lunch rush is not an IT ticket. It’s a sales problem with a timestamp.
That is where being regional stops being quaint and starts being the product. A national vendor two time zones away offering next-week service is a very different proposition from a firm with offices in Athens, Atlanta, Augusta, Columbus, Macon, and Warner Robins that can put a technician in the parking lot the same day. CGS runs 24/7 support behind that footprint, and for franchise operators strung along the I-75 and I-20 corridors, that density of coverage is the whole point.
The company’s certification work reinforces it. CGS is certified for McDonald’s operator programs, services both HME and PAR drive-thru systems, and does compliance upgrades for McDonald’s NRBES 2027 requirements — the kind of brand-mandated, deadline-driven work where a franchisee cannot afford a vendor who is learning on the job.
Rollouts without the circus
The single-partner model changes acquisitions and upgrades too, which is why CGS sells multi-location rollouts as a service of its own. When a franchisee picks up six new stores, or a brand mandates new drive-thru equipment across the system, coordinating one integrator beats sequencing four subcontractors who have never met. Cabling gets pulled once, properly, with the cameras, the audio, and the network designed together rather than layered on top of each other over a decade.
CGS typically starts these engagements with a technology diagnostic — an audit of what’s actually installed at each site, since after a few ownership changes most operators genuinely don’t know. The findings become the rollout plan, sequenced so stores stay open and trading while the work happens.
The cameras are becoming the operating tool
There’s a second thread to the CGS story worth pulling on, and it has to do with what operators actually do with all that video. For decades, cameras recorded footage nobody looked at until after something went wrong. That’s changing fast. A director of operations can now check a live view of any store from a phone, verify that opening procedures happened on time, and pull footage by event instead of scrubbing through hours of recording.
For loss prevention teams, the shift is even starker. Suspicious point-of-sale activity can be flagged and matched straight to video, turning investigations that once ate a full day of driving and DVR-squinting into twenty minutes at a desk. With 12,000 cameras under management across the Southeast, CGS sits close to that shift, and the company’s pitch is that none of it works without the boring foundation underneath: clean cabling, a properly built network, and someone accountable for keeping the whole stack up.
Which is, in the end, the argument for the model. The multi-unit operators getting real value out of store technology in Georgia and across the Southeast are the ones who stopped treating it as five separate purchases and started treating it as one system with one owner. The sad shelf in the back office won’t disappear overnight. But at the operations growing fastest, it’s already looking a lot less crowded.
The duty-free signs are always there when you pass through an airport. Your eyes get drawn to cheap booze, discounted perfumes, tax-free electronics, and other products. You might think you’re getting a great deal, but the savings tell a different story. Here is when duty-free really saves you money, and when it costs you more than necessary.
What Duty-Free Actually Skips
Duty-free shops don’t have to pay import taxes or local sales taxes, so there’s no VAT in Europe and no GST or HST at a Canadian airport. You’d think this makes everything less expensive. The actual savings depend on three factors.
Those factors are the initial price the retailer pays for the item, the amount of markup that the airport store charges, and whether or not the same product is sold at a lower price online at home. A recent piece in The Week claimed that sometimes the only savings are on the tax, not the actual price.
Where Duty-Free Actually Wins
A few categories really are worth it. Premium perfume is the best example. A 2026 survey at major Asian airports found that buying perfume duty-free saved about 18% on average compared to regular perfume shops, with bottles like Miss Dior Blooming Bouquet coming in well below downtown prices.
Spirits are more hit or miss. A litre of premium whisky, gin, or vodka often beats the supermarket once you account for liquor tax, especially in countries with high alcohol duty. It helps that airports sell travel-only bottle sizes, like a full litre instead of the standard 750ml, which lowers the price per millilitre. Tobacco can save you real money in places with high tobacco taxes, but travellers should keep an eye on their personal import limits so they don’t get hit with customs fees on the way home.
Where It Loses
The electronics sections are tempting, but they can be a trap. Typically, duty-free laptops, tablets, cameras, and headphones are 10% to 25% more expensive than the same model on the internet. The premium covers airport rent, low turnover and the assumption that you’re buying out of last-minute need rather than choice.
The worst option in the terminal is typically snacks, soft drinks, and souvenir candy. The duty-free discount for K-beauty products has mostly been lost in Korea, as many items have a similar or better price in downtown shops such as Olive Young and Daiso.
The Currency Catch
If you make a purchase in USD or EUR at the airport in another country, the exchange rate determines whether the transaction will appear on your credit card statement. Most cards charge a 2% to 2.5% foreign transaction fee over the spot rate. That can easily wipe out the $200 duty-free savings on a bottle of whisky.
There’s an easy solution to the problem. Use a currency application to check the price in your local currency before you tap the card. If the duty-free price is only a few loonies lower than the retail price at home, then you’re not really saving any money. If duty-free shopping is your thing, look into travel cards that don’t charge any foreign transaction fee.
Staying Connected on the Road
Before you check the prices online, you need data. Hotel Wi-Fi is not always available, especially in transit, and airport Wi-Fi is often locked behind logins that time out at the wrong moment. An eSIM app can give you a fresh mobile data plan for whichever country you’re heading to, with no airport SIM kiosk and no roaming surprises on your next bill.
Worth It, Sometimes
Duty-free is not a scam, but it’s not a guaranteed bargain either. Perfume and good spirits usually save you real money. Electronics and snacks usually don’t. The trick is to do a quick price check before you make the purchase. Treat the duty-free section like any other shop: useful for some things, overpriced for others, and always worth a second look before you hand over the card.
Man visiting Istabul during a trip for a hair tranplsnt in Turkey. Photo Credit: Cosmedica Clinic
A hair transplant in Canada costs roughly CA$15,000, and that price covers the surgery and (maybe) a follow-up appointment. The same operation at a top Istanbul clinic costs between CA$3,850 and CA$8,400, with a hotel room, a driver, a 12-month follow-up process, and a translator included in that price.
Canadians have been running that comparison for a few years now, and it’s no wonder that there are reports of steady growth in bookings from Canada. But getting a hair transplant in Turkey is not only about the price, although the cost of a hair transplant is definitely what first sparks interest in most of these trips.
But what do you need to know more about when you’re interested in flying to Turkey, to get hair restoration at a Turkish clinic? We’ll do a deep dive in this article.
Why Has Hair Restoration Become Mainstream Spending in Canada?
Hair loss was something most men accepted or hid under a cap. That has changed. Hair restoration is now planned and budgeted the same way people budget for orthodontics, medical tourism or elective plastic surgery.
Prices dropped as clinics abroad became better and busier. The results improved as well, making the decision easier for people who were worried about appearing treated. Photos of finished work are now easy to find, and patients talk openly about where they went and what they paid.
“Hair transplant used to be seen as something only for celebrities… Now, anyone can get it. The quality is equal, or better, than what Hollywood stars get,” says Dr. Levent Acar, lead surgeon at Cosmedica Clinic.
Istanbul built its clinics around international patients from the start. The pricing, scheduling, a good safety record and aftercare were designed for people who arrive by plane. Canadians are simply the newest group to notice.
What Does a Hair Transplant Cost in Canada Compared With Turkey?
Average Turkey hair transplant cost vs hair transplant in Canada. Photo Credit: Cosmedica Clinic
The typical Canadian procedure costs around CA$15,000. A top clinic in Turkey, such as Cosmedica, charges between CA$3,850 and CA$8,400, depending on the technique and the number of grafts. As you can see, this price is not even half of what you would pay in Canada!
The Turkey hair transplant cost is often quoted as one package, not per graft. Most packages cover up to 4,000 grafts, with an extra fee for larger sessions. What sits inside the package explains most of the difference between the two countries. The all-inclusive packages cover:
The procedure itself, plus the medication that goes with it
A five-star hotel stay for the length of the trip
VIP transfers between the airport, the hotel and the clinic
A personal companion who also translates
Aftercare support once the patient is back home
A Canadian quote usually stops at the surgery and one check-up. The hotel, transport, and days of aftercare are the patient’s responsibility, or they are billed separately. Add a return flight from Toronto or Vancouver to the Turkish package, and the total is still far below the domestic hair transplant price.
Why Does the DHI Sapphire FUE Technique Matter to the Price?
Technique, health and safety standards and quality varies across countries and between individual clinics. That is why patients need to consider the methods the hair transplant clinics are using. Because the method decides how the hairline looks afterwards, and how long the recovery takes.
Cosmedica specializes in the so-called Micro DHI Sapphire technique. According to the clinic, this technique leads to faster healing and a better growth rate. Advanced techniques like this cost more than a standard FUE procedure, which is why the DHI costs more than the other packages.
Dr. Acar says the following about the technique: “Hair transplantation has been practiced for over 80 years… Now, we’ve developed methods that look completely natural, so nobody can tell it was transplanted.” Combine that with faster healing rates, and it’s no wonder that the DHI sapphire is the most sought-after treatment for people coming from all over the world.
What Makes a Surgeon’s Reputation Worth Flying For?
The surgeon matters more than the package list. Dr. Acar has focused on natural hairline design for his whole career. Cosmedica states he has over 16 years of experience and more than 20,000 planned operations under his belt. He speaks English, so Canadian patients can ask him their questions directly instead of passing them through a coordinator.
He decides the density before anything else. “We calculate mathematically how much is needed for real density. If a patient needs 4,000 follicular units, it’s better to do it in one session than make him come back three times,” he says. The number of grafts depends on the donor area, not on what the patient hopes to hear. This honesty is refreshing, especially in the hair loss industry.
Besides that, patients can compare the hair transplant before and after photos of people with similar hair loss who have been to Cosmedica. All the photos are made under the same conditions, which shows the most realistic results for patients. This is something every good clinic should do, rather than changing angles and lighting to make their results look better. If a clinic does this, consider this a huge red flag.
What Does the Istanbul Patient Journey Actually Look Like?
Hair transplantation in Turkey has been organized down to the last detail if you go to a reputable clinic. A driver picks the patient up at the airport. The hotel accommodation is already booked. A personal companion keeps the schedule, and the medical staff handle the consultation, the surgery and the check-up the next day.
“We organize everything: airport pickup, hotel, transfers to the hospital… And we don’t stop after the procedure. We follow up to make sure patients are happy with their results,” Dr. Acar says.
Cosmedica runs a state-of-the-art clinic in Istanbul, with the hotel and the hospital in one complex. The whole trip takes four or five days, and most patients fly home the day after their first wash. For Canadians who compare convenience as well as price, that is a large part of the appeal.
The Long-Term Value Turkish Clinic Offers
When it comes to hair transplant clinics, you should look further than just the first quote. A transplant that does not grow properly has to be repeated, and a second procedure is what turns a cheap treatment into an expensive one. Post-procedure care should be included in the price comparison for that reason.
Cosmedica reports an average graft survival rate of at least 90 percent. The clinic then supports its patients for 12 months, the full period during which the transplanted hair grows in. That support covers:
Aftercare products and written washing instructions for the first weeks
Guidance through the shedding phase, which happens before new growth starts
Follow-up on the regrowth
Contact with the medical staff throughout the first year
This is where more Canadians land after they compare the two options. A domestic transplant clinic charges roughly three times as much for the procedure and hands the following year back to the patient. Transplant clinics in Turkey with a structured follow-up system cover themselves for that year. This is one of the many reasons why people keep choosing Turkey over Canada when it comes to getting a hair transplant done.
CF Toronto Eaton Centre washrooms. Photo credit: Doublespace Photography
A heavily used public washroom near the Queen Street entrance of CF Toronto Eaton Centre has been transformed into a brighter, higher-capacity space designed to extend the quality of the shopping experience into one of the property’s most practical amenities.
The Level 2 facilities can serve tens of thousands of visitors during busy shopping periods, according to WZMH Architects, which designed the renovated space for Cadillac Fairview. The project required the Toronto-based firm to increase capacity within a constrained footprint while working around existing plumbing, mechanical systems, service traffic and infrastructure inside a shopping centre approaching its 50th anniversary.
Luigi Trama, Associate Principal at WZMH Architects, said Cadillac Fairview approached the firm as part of an ongoing series of washroom renovations at the downtown Toronto property.
“Cadillac Fairview realized it needed to update the washroom experience, and this particular location is a prominent one,” Trama said.
Located just inside the centre from Queen Street, the washrooms sit in an area that experiences substantial pedestrian traffic throughout the year. Trama said WZMH was told the facilities could serve as many as 60,000 users during a particularly busy week, placing considerable pressure on the previous layout during the Christmas season and other peak periods.
The practical brief called for additional stalls, a barrier-free component and a complete visual update.
Cadillac Fairview had already been proceeding with other washroom projects at the centre, including a separately designed facility on Level 3. For WZMH, the Level 2 assignment presented an opportunity to consider how a shared amenity could relate to the surrounding stores and the wider identity of the shopping centre.
CF Toronto Eaton Centre washrooms. Photo credit: Doublespace Photography
Inspired by an Eaton Centre Landmark
The design concept began with one of CF Toronto Eaton Centre’s best-known features: Michael Snow’s suspended Canada geese installation, Flight Stop.
Trama was born in Italy and first visited Canada before eventually moving here to work. During that early visit, his family brought him to the Eaton Centre, where the geese became one of his strongest memories of the property.
“The first thing that impressed me was the Canadian geese flying through the hall,” he said. “When I later came to Canada to work, that symbol was still there. It had stayed in my mind.”
The geese suggested air, sky, lightness and movement. From there, WZMH developed water as a corresponding element for the washroom design.
The team avoided a conventional blue palette and drew inspiration from water during the golden hour, when warm sunlight creates shifting gold and amber reflections across its surface.
“We wanted to explore the calming quality of water,” Trama said. “We selected the golden hour, when the warm rays of the sun create a very peaceful experience.”
The idea informed the project’s lighting, finishes and overall atmosphere. Travertine-inspired porcelain tile features subtle golden veining against a warm background, while fluted glass and painted aluminum accents reinforce the movement and tone of reflected light.
A rotating Italian-made fixture positioned near the sinks projects a water-like lighting effect around the vanity area. Trama described the feature as a way to introduce a calming, biophilic quality into a space that had previously felt darker and more utilitarian.
WZMH frequently applies biophilic principles in workplace design, he said, and saw an opportunity to bring similar thinking into a heavily used public environment.
“Why should the same concept only be used in an office?” he said. “It can be applied in other settings.”
Flight Stop at CF Toronto Eaton Centre. Image: Wikimedia Commons
Extending the Retail Experience
The washrooms are located near a collection of established fashion and premium retailers. Trama believed the quality of the facility should connect with the customer experience created by the stores around it.
“When people enter the washrooms, they want the quality of the experience to continue,” he said. “Why should they feel a disconnection?”
That thinking shaped WZMH’s decision to create a bright, warm environment with natural references and carefully controlled lighting.
The former washrooms had been darker and operated under significant pressure during busy periods. The design team wanted the renovated space to feel calmer and easier to navigate, even when large numbers of people were moving through it.
The project reflects greater attention to the parts of a shopping centre that support a visit but rarely become the focus of retail-design discussions. Customers may spend several hours inside a large downtown property, moving between stores, restaurants, transit connections and public spaces. The cleanliness, accessibility and overall condition of its washrooms form part of their impression of the centre.
For Trama, the challenge was to bring the same level of care to the facility that visitors might expect in a restaurant, airport lounge or hospitality setting.
CF Toronto Eaton Centre washrooms. Photo credit: Doublespace Photography
Materials Made for Constant Use
The finished appearance also had to withstand the demands of a public facility with exceptionally high traffic.
Porcelain tile became one of the project’s primary materials. WZMH selected an Italian product designed to resemble golden-veined travertine, connecting the appearance of natural stone with the movement and colour of water during the golden hour.
“Manufacturers have achieved such a high level of definition that it can be difficult to distinguish porcelain tile from real stone,” Trama said.
Porcelain was used across the floors and wet-wall areas where resistance to water, cleaning and wear was particularly important.
The material palette also had to remain within a defined construction budget. Trama said Cadillac Fairview was prepared to invest in the project and understood the importance of the location, but the design team still had to determine where each material would provide the greatest visual and operational benefit.
Solid-surface wall panels were selected in part for their repairability. Minor marks and scratches can be cleaned or refinished, while more seriously damaged sections can be removed individually.
The panels are mounted on cleats, allowing maintenance teams to replace one section without dismantling a larger portion of the wall.
“If something significant happens, one panel can be removed and replaced,” Trama said. “Within an hour or two, the damage can be repaired.”
That flexibility was particularly important along the corridor leading to the washrooms. The same passage also functions as a service route, with deliveries, carts and skids moving through it to access back-of-house areas.
WZMH installed a higher porcelain base along the lower portion of the corridor walls to protect them from impact. The solid-surface panels begin above the area most exposed to service traffic.
Fluted accent glass appears behind seating in the corridor, bringing texture and reflected light into the approach to the washrooms.
WZMH initially considered extending glass into the stall partitions. The team ultimately selected high-impact phenolic partitions after considering cost, durability and the long-term demands of the facility.
The decision illustrates the trade-offs that shaped the finished project. Every material had to support the design concept while remaining practical to clean, maintain and repair through years of intensive public use.
Working Around a Complex Existing Building
Although the completed space appears visually seamless, the renovation was shaped by extensive infrastructure hidden behind the walls, above the ceiling and below the floor.
The original washroom had a substantially different layout and fewer stalls. WZMH had to find room for additional fixtures and a barrier-free component while preserving access to existing building systems.
The washrooms sit directly above the renovated food hall on the lower level. Drainage lines, pipes and air ducts were already operating in fixed locations, limiting where new fixtures could be installed.
The project team carried out X-rays of the floor assembly while determining how to accommodate the new drainage. Conditions uncovered during demolition required further adjustments to the layout.
The final footprint became slightly smaller than initially planned as the designers worked around existing drains and other infrastructure.
Trama said he would have preferred a larger and more expansive space, but redirecting all of the building systems would have created substantial cost and disruption.
Security lines, server infrastructure, fire-alarm systems and services connected with offices above the shopping centre also had to remain operational.
“You see the final product and everything appears smooth, but it takes a great deal of work to reach that point,” he said.
The project was carried out within a major operating shopping centre where prolonged disruption could affect visitors, retailers and other parts of the building. Every new stall, wall panel and finish had to work within those existing conditions.
The renovation illustrates the complexity of updating public-facing amenities inside established urban retail properties. A finished washroom may occupy a relatively modest area, but its plumbing, mechanical, accessibility and maintenance requirements can reach into several parts of the surrounding building.
CF Toronto Eaton Centre washrooms. Photo credit: Doublespace Photography
Capacity, Accessibility and Comfort
Increasing the number of stalls was one of the project’s central operational objectives.
The revised layout also had to incorporate a barrier-free component while preserving the building systems passing through the space. WZMH worked within the available footprint to improve capacity and respond to the daily volume of people using the facility.
Reliable and accessible washrooms are especially important in a downtown destination where visitors may remain for extended periods. Guests may be travelling, arriving through nearby transit connections, accompanying children or managing health conditions that require frequent access to a washroom.
The design team’s focus on lighting and visibility was intended to support a more comfortable experience during quiet periods and times of heavy use.
The brighter palette can also make maintenance conditions easier to identify, an important consideration in a public facility receiving constant traffic.
Competing with the Comfort of Home
Trama sees the renovation within the larger challenge facing physical retail.
Consumers can purchase many products online without leaving home. Shopping centres therefore need to create environments that offer comfort, convenience and experiences that make a trip worthwhile.
“The shopping experience outside the comfort of your sofa should offer something you cannot receive at home,” he said.
That expectation applies across the property, including the areas located between commercial transactions. Entrances, corridors, seating, food halls and washrooms can all influence the experience created by stores and restaurants.
Trama said restaurants have traditionally devoted greater attention to washroom design because those facilities form part of a controlled hospitality experience. Airports and some European public environments have also established higher expectations for shared amenities.
He believes Canadian shopping centres have the design expertise and operational capacity to provide a comparable standard.
“We have the people and the design talent to do it,” he said. “The experience can reach that same level.”
CF Toronto Eaton Centre has continued investing in its customer-facing areas, including dining, circulation and accessibility improvements. The washroom project represents a relatively compact part of that work, but it is encountered by a substantial number of visitors.
Elements of the Design May Appear Elsewhere
Additional washroom renovations have been underway at other locations inside CF Toronto Eaton Centre, although WZMH is not designing each project.
Trama later learned from the porcelain supplier that the same tile selected for the Level 2 facility had been ordered for another washroom project at the centre.
He initially assumed the supplier was contacting him about the completed WZMH project.
“They told me they had received another order for additional washrooms,” he recalled.
The order suggests that at least part of WZMH’s material approach may be carried into additional renovations, although Cadillac Fairview has not confirmed that the complete Level 2 design has become a mall-wide standard.
For Trama, the project demonstrates how careful design can improve an intensely practical space while supporting the experience of the property around it.
The warm lighting and water-inspired finishes may be the elements visitors notice first. Behind them is a facility designed to accommodate heavy traffic, respond to accessibility requirements and withstand constant use within one of Canada’s most prominent downtown shopping centres.
The report, based on data from a global panel of independent retailers and wholesale activity on Faire’s platform, found physical stores are growing faster than online-only businesses. It also concluded that retailers in smaller cities and towns are outpacing those in major metropolitan centres and are identifying emerging consumer trends before they become mainstream.
Faire said the report draws on a decade of wholesale relationships through its platform, which the company says provides a dataset that has not previously been available for the independent retail sector. The company said it plans to use the information to regularly track changes in retailers’ sourcing strategies and consumer buying patterns.
Independent retailers account for more than half of all retail locations across every U.S. state and 65 per cent of retail locations in the United Kingdom, according to the report.
Jennifer BurkeSam Lion photo
“Inventory decisions are independent retailers’ biggest cost, but they’re also the expression of their biggest advantage: taste,” said Jennifer Burke, Chief Revenue Officer at Faire. “This report shows that even amid economic headwinds, independent retailers are proving remarkably resilient. Instead of retreating into pure cost optimization, these businesses strike a savvy balance and continue to offer their customers the best-of-the-best.”
The report found independent retail growth has been concentrated outside major metropolitan areas. In the United States, Faire said growth has been strongest in Sun Belt communities, including Augusta, Ga., and Norman, Okla., reflecting population shifts. It also attributed the trend to Gen Z consumers’ preference for shopping in person and increased travel to smaller historic destinations, including Sturgeon Bay, Wis., and Williamsburg, Va.
The company reported similar patterns in other countries. In the United Kingdom, Hereford and Lyme Regis recorded the highest proportion of growing retailers among the 58 cities measured, with 90 per cent of retailers expanding compared with 58 per cent in London. Faire said regional centres also outperformed major metropolitan markets in Canada, Australia and France.
The report also examined how retailers adjusted sourcing decisions following tariffs.
Faire said tariffs prompted U.S. retailers to increase purchases from domestic brands while continuing to buy selected imported products. Among the imported product categories recording growth were Italian leather accessories, up 571 per cent; Finnish bat and bee houses, up 423 per cent; Irish artisanal chocolates, up 233 per cent; and Moroccan woven bags, up 214 per cent.
In Canada, the report said retailers sharply reduced purchases from U.S. brands when tariffs took effect in 2025. It said spending on U.S. brands has since shown early signs of recovery in 2026, with the U.S. share of same-store spending increasing 1.7 percentage points year over year. Faire said Canadian retailers primarily increased purchases from established U.S. brands with strong consumer recognition and loyalty.
Arina Krasnikova photo
The report also found independent retailers were often early adopters of emerging product trends.
According to Faire, searches on its platform for “squishy” toys increased about six weeks before the products received broader attention in mainstream media. The company said it observed similar patterns for Mahjong sets and Dubai chocolate.
Faire also introduced the concept of “Scouts” in the report, describing them as established, high-volume retailers that are consistently among the first to place orders with new and unproven brands. The company said those retailers play an important role in identifying new products before they become more widely available.
Canadian grocery stores could significantly reduce their reliance on disposable plastic produce bags through relatively modest changes to store layouts, signage and reusable-bag availability, according to a University of Toronto research project that included a pilot at two Longo’s locations.
The U of T Trash Team estimates that an average grocery store in Toronto distributes approximately 2,000 plastic produce bags each day. Researchers say the cost becomes material across a large retail network, with one unnamed regional grocery company reporting annual spending of approximately $300,000 on the bags.
The project examined produce-bag use at 30 Toronto grocery stores representing 11 chains. Researchers also surveyed 50 customers and worked with Longo’s on an intervention at its Liberty Village and York Mills stores.
The findings suggest that many shoppers are willing to reduce their use of disposable bags, particularly when reusable alternatives are more visible and the reasons for the changes are clearly communicated.
The larger question is whether individual grocery chains are prepared to move first.
Researchers reported that grocery companies expressed interest in transitioning away from disposable produce bags but were reluctant to act without rules applying across the industry. Removing a familiar customer convenience could leave one retailer exposed to complaints while competitors continue providing the bags freely.
Thousands of Bags Distributed Daily
Plastic produce bags remain widely available in Canadian grocery stores, even as conventional plastic checkout bags have largely disappeared from retail environments.
They are typically found on rolls or in dispensers throughout produce departments, where customers use them for loose fruits and vegetables. Bags may also be taken for prepackaged goods or produce with a thick natural peel.
The U of T Trash Team observed customers and produce-bag placement across 30 Toronto stores during 2024. Based on those observations, researchers estimated that an average store distributes approximately 2,000 bags per day.
Environmental Defence, which publicized the findings on July 23, extrapolated the Toronto results to estimate that more than 2.7 million produce bags are distributed and discarded across Canada each day. The organization estimates that eliminating them could save the grocery industry almost $10 million annually, based on an assumed wholesale cost of approximately one cent per bag.
Those national totals are projections derived from the Toronto research and should not be read as a direct count of bag use across the country. The calculations nevertheless illustrate how a low-cost item can create a sizeable expense when supplied across hundreds of grocery stores and millions of shopping trips.
The study also heard from one regional grocery company that spends about $300,000 annually providing the bags. The retailer was not identified.
Customers Use Bags for Packaged and Durable Produce
Researchers found that disposable bags were frequently available near prepackaged produce or products with durable natural peels.
More than 30 per cent of surveyed customers reported using produce bags for goods that were already packaged or for fruits and vegetables such as bananas and onions, according to Environmental Defence.
Some of that use may be habitual, but the bags also serve practical purposes. They can contain dirt from potatoes and onions, keep loose products together, separate produce from meat or household goods, and prevent wet or delicate items from coming into direct contact with shopping carts and checkout belts.
Reducing produce-bag use therefore presents a different operational challenge from eliminating plastic checkout bags.
A customer can bring purchases home in a reusable shopping bag without making major changes inside the store. Produce bags are selected at several points throughout the shopping trip, often well before the customer reaches the checkout.
The research suggests that dispenser placement and product proximity can influence how often shoppers take them.
Longo’s Pilot Tests Changes Inside Two Stores
The project’s most direct retail component was a two-month pilot at Longo’s stores in Toronto’s Liberty Village and York Mills neighbourhoods.
The intervention did not begin with a complete removal of disposable produce bags. Researchers and the retailer tested a series of changes intended to make customers more conscious of their choices while making reusable alternatives easier to find.
Measures included larger educational posters, smaller messages near bag dispensers, more prominent placement of reusable produce bags, reusable-bag giveaways, and the removal or repositioning of some disposable-bag dispensers.
The approach allowed the stores to test whether customer behaviour could be influenced without abruptly withdrawing an established service.
Disposable-bag use declined during the pilot, although the results differed between the two stores. Researchers also reported substantial percentage increases in reusable produce-bag sales compared with the earlier control period.
Reusable-bag sales increased 538 per cent at Liberty Village and 260 per cent at York Mills, according to the U of T Trash Team policy brief.
Those percentages should be interpreted cautiously because the publicly available summary does not disclose the underlying unit-sales figures. A large percentage increase can result from a relatively small starting point.
The broader result remains relevant for grocery operators: customers responded when reusable options became more visible and disposable bags became less automatic to access.
Survey Suggests Shoppers Are Open to Change
Customer resistance may be less significant than some retailers expect, based on the limited survey conducted as part of the project.
Among the 50 customers surveyed, 94 per cent said they would be willing to stop using disposable produce bags, while 72 per cent said they would be willing to purchase reusable alternatives.
Researchers also found that some customers were unaware reusable produce bags were available.
The small sample does not provide a representative measure of sentiment across Canada or even across the broader Longo’s customer base. It does suggest that communication and product visibility could play an important role in any transition.
Retailers regularly face complaints when familiar free items are removed, particularly when customers view the change primarily as a cost-saving measure. Clear signage, affordable alternatives and gradual implementation could help explain the purpose of the transition before bags are eliminated or restricted.
The different results at the two Longo’s stores also indicate that performance may vary according to store layout, neighbourhood demographics, customer habits and execution.
Grocers Face a First-Mover Problem
The research points to a familiar competitive problem for Canadian grocery chains.
A retailer that independently removes disposable produce bags could reduce purchasing costs and plastic waste. It could also be accused of reducing service while nearby competitors continue supplying the bags without charge.
Environmental Defence said researchers found grocery companies were interested in moving away from plastic produce bags but unwilling to act without a policy requiring all chains to participate.
A common standard would reduce some of the competitive risk. Every major grocer would need to explain similar changes to customers, limiting the possibility that shoppers could switch chains because another retailer continued to provide free bags.
Operational questions would remain.
Grocery companies would need to determine which products genuinely require bags, which alternatives should be provided, and whether customers should pay for reusable or disposable options. Store fixtures, weighing procedures, food handling, employee training and customer communication could also be affected.
One approach may not work across every produce category. Durable items such as bananas, avocados and citrus fruit can often be purchased without a bag, while small, wet or loose items may require some form of container.
Produce Bags Remain Outside Federal Restrictions
Environmental Defence is calling on the federal government to expand Canada’s single-use plastics restrictions to include plastic produce bags.
The existing Single-use Plastics Prohibition Regulations cover six categories: checkout bags, cutlery, certain foodservice ware, ring carriers, stir sticks and straws. Produce bags are not among the regulated products.
Federal rules define checkout bags as bags designed to carry purchased goods from a business and typically supplied at the point of sale. Produce bags used within a store fall outside that category.
The distinction may be unfamiliar to consumers who have already adjusted to bringing reusable bags to grocery stores.
Environmental Defence argues that adding produce bags to the federal restrictions would create the consistent, industry-wide requirement that some grocery companies appear to want. No federal decision to regulate produce bags has been announced.
The organization is an environmental advocacy group, and its recommendation is a policy position arising from the research.
Alternatives Require Careful Evaluation
Removing conventional plastic bags does not settle the question of what should replace them.
Retailers could encourage customers to leave durable produce unpackaged, sell reusable mesh bags, provide paper bags or reserve disposable options for a narrower range of products. Containers brought from home may also work for some bulk items, depending on store procedures.
Each option carries different costs and environmental consequences.
Federal guidance for businesses transitioning away from regulated single-use plastics encourages waste prevention and reuse when alternatives are selected. It also notes that replacement products can carry environmental impacts of their own.
For grocery chains, the most practical approach may be to reduce unnecessary use before attempting to eliminate every bag.
The Longo’s pilot supports that possibility. It showed that signage, placement and customer prompts can affect behaviour while disposable bags remain available for shoppers who believe they need them.
Findings Come With Limitations
The research provides a useful look at an often-overlooked part of grocery-store operations, but its findings should be viewed within the scope of the project.
The observations were conducted at 30 stores in Toronto. The customer survey involved 50 people, and the intervention was limited to two Longo’s locations.
The national estimate of 2.7 million bags per day and the projected annual savings of nearly $10 million were extrapolated from the Toronto findings. The publicly available policy brief also does not contain the detailed statistical reporting typically found in a full peer-reviewed academic paper.
The research therefore does not establish how every Canadian shopper or grocery format would respond to the removal of produce bags.
It does show that bag use is influenced by store design and product placement, and that some customers will change their behaviour when alternatives are visible and the reason for the change is explained.
For grocers, reducing produce-bag use may offer a relatively modest opportunity to lower operating costs and respond to pressure around disposable packaging.
Whether companies pursue those changes voluntarily or wait for governments to create a common standard remains unresolved.
Canadians are expected to spend an average of 18 hours behind the wheel this summer as road travel accounts for more than half of all summer trips, according to a new report released by car rental marketplace Turo.
The company’s Summer Road Trip Report ’26 found that 55 per cent of Canadian travel between June and September will be by road, while seven in 10 road trippers plan to take at least two trips over the season. The findings also suggest many travellers are prepared to spend thousands of dollars on those trips despite choosing to drive.
The report points to road travel as the preferred option for many Canadians this summer, with cost, flexibility and multiple short getaways shaping travel plans. Nearly half of respondents said they are driving because it is more cost-effective than flying, while the survey also found that Canadians are planning repeat trips rather than a single vacation.
Among road travellers, 48 per cent said they are choosing to drive because it is more cost-effective than flying. Seven in 10 respondents have at least two road trips planned, while 47 per cent expect to travel in an SUV. Another 15 per cent plan to use a hybrid or electric vehicle.
The survey identified Banff, Toronto, Vancouver, Montreal, Prince Edward Island and Jasper among the most popular road trip destinations this summer.
Most Canadians also expect to travel with family members. The report found that 62 per cent plan to road trip with a partner or spouse, while 28 per cent will travel with their children.
The survey found younger Canadians are planning more frequent trips and higher travel spending than other age groups.
Among Generation Z respondents, 18 per cent said they have four or more road trips planned this summer, while 28 per cent expect to spend more than $5,000 on summer travel, the highest proportion among the generations surveyed.
The report also found that 16 per cent of Gen Z road trippers intend to visit a luxury destination, while 21 per cent plan to drive a hybrid or electric vehicle, compared with the national average of 15 per cent.
In addition to domestic travel, 60 per cent of Gen Z respondents said they expect to travel internationally this summer, compared with 27 per cent of baby boomers.
Provincial spending expectations also varied across the country.
One in four Albertans surveyed said they expect to spend more than $5,000 on road trips this summer. In Ontario, 16 per cent said they expect to spend more than $5,000, while 28 per cent of Ontario road trippers said they plan to keep spending below $1,000 by taking shorter trips closer to home.
The report suggests personal connections and events are key drivers of travel decisions this summer.
Nearly half of respondents said they are travelling to visit friends and family, while one in three plans to attend a major event or festival. The survey also found that 66 per cent intend to travel within Canada, with 72 per cent planning at least one trip within their home province and 53 per cent expecting to visit another province.
“We expected road trips to play a big role in Canadians’ summer travel plans this year, but what surprised us was the sheer scale,” said Bassem El-Rahimy, Vice President of Turo Canada. “Canadians aren’t just taking one road trip. They’re planning multiple getaways, spending hours behind the wheel and, in many cases, budgeting thousands to do it. That tells us this isn’t necessarily about finding a cheaper way to travel. It’s about choosing a better one.”
Bassem El-Rahimy Turo photo
In an interview with Retail Insider, El-Rahimy discussed the trend.
Question: Your research suggests road trips are no longer just a budget alternative to flying. What’s driving this shift, and do you think it’s a lasting change in Canadians’ travel habits?
Answer: With flight costs at an all time high, costs are no doubt playing a big part in the kind of travel Canadians are choosing this summer. That said, the benefits of roadtripping are equally playing into Canadians’ travel decisions. Roadtripping gives you much more flexibility, allows you to visit places you never would be able to by plane alone, and there’s nothing better than your favourite playlist and the feeling of the open road.
Q: Gen Z is taking more road trips and spending more than any other generation. What do you think explains that behaviour, especially at a time when affordability is such a concern?
A: Travel is clearly a priority for Gen Z. Our research shows they’re travelling more than any other generation, and they’re also the most likely to travel for festivals, concerts and major sporting events. They’re willing to spend on experiences that matter to them. What’s interesting is they’re not just taking bigger trips, they’re taking more trips. Between multiple road trips and international travel, it’s adding up to higher overall travel spending this summer.
Q: The data shows big regional differences, particularly between Alberta and Ontario. What do those spending patterns tell you about how Canadians are adapting their travel plans in different parts of the country?
A: Our research shows that Canadians are adapting to affordability pressures in ways that make sense for where they live. In Alberta, we’re seeing more people planning higher-budget road trips, which likely reflects the longer distances between destinations and the fact that many of Canada’s iconic road trip experiences—like the Rockies, Banff and Jasper—often involve longer journeys. In Ontario, we’re seeing more travellers keeping their road trip budgets under $1,000 by taking shorter getaways closer to home. So while the budgets differ, the underlying trend is the same: Canadians aren’t giving up on travel, they’re adjusting how they travel to make it work for their budgets.
Photo: Turo
Q: With more Canadians planning multiple road trips this summer, what trends are you seeing in the types of vehicles they’re choosing, and how is demand for SUVs, EVs, and hybrids evolving?
A: SUVs continue to be the vehicle of choice for Canadian road trips, with nearly half of travellers planning to drive one this summer. That makes sense because they offer the space and flexibility people need for everything from camping gear to family vacations and longer road trips.
At the same time, we’re seeing growing interest in hybrids and EVs. Nationally, 15 per cent of Canadians plan to road trip in one this summer, but that jumps to 21 per cent among Gen Z travellers. It suggests younger Canadians are embracing more fuel-efficient and electric options, whether it’s to reduce fuel costs, lower their environmental impact, or simply because they’re more comfortable adopting new vehicle technologies.
Q: As we head into the second half of the summer travel season, what are you expecting to see in terms of booking trends, travel spending, and consumer behaviour, and what should retailers and tourism businesses be watching?
A: We expect travel demand to stay strong through the rest of the summer, but Canadians will continue to be very intentional value-conscious. They’re taking multiple road trips, staying closer to home, and making deliberate choices about where they spend their money. For tourism operators and retailers, that’s a signal that people are still eager to travel, they’re just looking for experiences that deliver good value. Businesses that can make travel feel easy, flexible and affordable will be best positioned to benefit.
Clinique, AFC Toronto and Canadian Women & Sport Kick Off Clinique Black Honey "The Difference is You" Partnership (CNW Group/Clinique Canada)
Clinique Canada has launched a partnership with AFC Toronto and Canadian Women & Sport to promote participation in sport among young women through a national marketing campaign that combines athlete ambassadors, retail activations and consumer events.
The initiative, centred on the campaigns “The Difference is You” and “Unstoppable Together,” pairs the skincare brand with the Northern Super League club and the national non-profit organization as they seek to highlight the role sports participation can play in confidence, well-being and personal growth for girls and young women.
The partnership comes as Canadian Women & Sport points to research showing declining participation among teenage girls despite growing visibility for women’s professional sports.
According to Canadian Women & Sport’s Rally Report, participation in sports contributes to social connections, mental health and body image for young women. The organization said its research also found that 62 per cent of Canadian teenage girls do not participate in sports, representing a decline of 14 per cent over the past decade.
The campaign features six AFC Toronto players: captain Nikayla Small, midfielder Nyota Katembo, defenders Zoe Burns, Kaela Hansen and Sarah Rollins, along with Kaylee Hunter, who was named the Northern Super League’s Rookie of the Year last season.
The players appear in “The Difference is You,” which runs through July 31 and features Clinique’s Black Honey Almost Lipstick.
Kathleen HegartyAFC Toronto photo
“Every athlete brings something unique to the game”, said Kathleen Hegarty, Vice President, Brand and Partnerships, AFC Toronto. “They may wear the same jersey and work toward the same goal, but each player has her own personality, story, strengths, and way of expressing herself. That’s what makes this campaign resonate so strongly. It’s a reminder that confidence isn’t about fitting into a single mold. It’s about embracing what makes you uniquely you.”
Clinique said it will extend the campaign nationally through digital media and consumer events in partnership with Sephora and Shoppers Drug Mart.
From July 25 to July 28, the company has hosted a pop-up installation at CF Toronto Eaton Centre, where visitors can try the featured product and participate in a digital activation that creates personalized player cards for display within the exhibit.
The campaign concludes its first phase with “Almost Lipstick Day” on July 28, ahead of International Lipstick Day on July 29.
Susy BrownClinique photo
“July 29th is International Lipstick Day but since Black Honey is not quite a lipstick, not quite a gloss and more than a balm, Clinique is declaring July 28th Almost Lipstick Day,” said Susy Brown, Marketing Director, Clinique Canada. “Every time a young woman steps onto the pitch, court, or track, she builds something more lasting than a winning record: the confidence that defines true beauty. By partnering with AFC Toronto and Canadian Women & Sport, we are empowering young women to feel confident in who they are and what they can achieve.”
A second phase of the initiative, titled “Unstoppable Together,” is scheduled to run from Aug. 10 through Sept. 30 and will feature Clinique’s Moisture Surge collection.
Clinique, founded in 1968, said its products are sold in 107 markets worldwide. AFC Toronto is a founding club in the Northern Super League, while Canadian Women & Sport is a national non-profit organization focused on advancing equity for women and girls through sport.
Just Cuts global team at grand opening for first Canadian salon
Australian hair salon chain Just Cuts has opened its first Ontario location in Guelph and says it plans to expand further across Ontario with additional salons already confirmed for London, Hamilton and Toronto.
The company said the opening of its salon at Stone Road Mall marks the start of its Canadian expansion. The brand, which says it operates more than 230 salons across Australia, New Zealand and the United Kingdom, plans to open locations at Masonville Place in London in November, followed by Limeridge Mall in Hamilton and Dufferin Mall in Toronto in early January.
The expansion brings the company’s walk-in haircut model to the Canadian market as it seeks to establish a presence in Ontario. Just Cuts said it specializes exclusively in haircuts rather than offering a broader range of salon services, positioning the model around walk-in availability without appointments.
Denis McFaddenImage: Just Cuts
“Canada has always stood out as a market that shares many of the same values as Australia: great service, strong communities and busy lifestyles,” said Just Cuts founder Denis McFadden. “We’re excited to partner with Canadian entrepreneurs, create rewarding careers for local Stylists and build Salons that feel genuinely connected to the communities they serve.”
The company said every Canadian salon will be locally owned and operated by franchisees while operating under the Just Cuts brand. It said stylists will be trained to the same professional standards used throughout its international network.
Just Cuts also said each location will carry its Justice Professional haircare collection, a product line developed for use within the company’s salon network.
The Guelph location is the first step in what the company described as a broader Ontario growth strategy. In addition to the four announced locations, it said it is considering further sites across the province, although it did not identify specific communities or timelines.
To mark the opening of each Canadian salon, the company said the first 30 customers at every new location will receive a complimentary haircut. It also said all haircuts will be offered at a promotional price of $19 plus tax during the first six weeks after each salon opens.
The company said the expansion is intended to introduce its walk-in service model to Canadian customers as it builds its presence in the province.
