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Consulting Services Drives Business Performance and Strategic Growth

By
Retail Insider
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Modern organizations operate in environments shaped by rapid technological change, evolving regulatory requirements, and intensifying competition. Even highly capable internal teams can struggle to address every operational challenge while simultaneously pursuing growth and innovation.

Forward-looking leaders therefore seek external expertise to strengthen decision-making and operational performance. When organizations access more insights through experienced consulting partners, they gain the strategic perspective and analytical capabilities necessary to navigate complexity, reduce inefficiencies, and build resilient business models designed for long-term success.

Strengthening Risk Management and Regulatory Compliance

One of the most immediate benefits consulting services provide is improved risk management and regulatory compliance. Many industries operate within complex regulatory environments where compliance failures can result in significant financial penalties, operational disruptions, and reputational damage.

Consultants help organizations interpret regulatory requirements, implement appropriate governance frameworks, and establish controls that support sustainable compliance. Beyond simply meeting regulatory obligations, experienced advisors also strengthen operational integrity by identifying areas of exposure before they develop into larger risks.

Through proactive oversight and structured compliance programs, organizations can significantly reduce regulatory uncertainty while protecting their long-term stability.

Enhancing Strategic Planning and Business Alignment

Effective strategic planning is essential for organizations seeking sustainable growth. Consulting firms support leadership teams by providing objective analysis, market intelligence, and structured planning frameworks that strengthen long-term decision-making.

This guidance helps organizations align operational priorities with broader business objectives. Whether the focus is entering new markets, optimizing existing operations, or expanding service offerings, consultants bring analytical rigor and industry insight to the planning process.

The result is a clearer strategic roadmap supported by actionable initiatives that position organizations to respond more effectively to evolving market conditions.

Improving Operational Efficiency and Asset Management

Operational performance often determines whether organizations can successfully execute their broader strategies. Consulting services help identify inefficiencies within processes, supply chains, asset management systems, and service delivery models. In customer-facing operations, solutions such as a bilingual answering service can further enhance responsiveness and accessibility, ensuring that businesses effectively communicate with diverse client bases while maintaining high service standards.

By analyzing operational data and industry benchmarks, consultants uncover opportunities to streamline workflows, improve resource allocation, and strengthen asset utilization. These improvements often lead to measurable gains in productivity, cost efficiency, and service quality.

Optimized operations not only reduce expenses but also create more scalable organizational structures capable of supporting future growth.

Leveraging Industry Expertise and Market Intelligence

Perhaps the most valuable aspect of consulting services is access to specialized expertise. Experienced consultants bring knowledge gained across multiple organizations, industries, and economic cycles, allowing them to identify patterns and opportunities that may not be immediately visible from within a single organization.

This broader perspective enables consultants to anticipate regulatory shifts, technological disruptions, and changing market dynamics before they fully impact the business landscape. By translating these insights into actionable recommendations, consultants help organizations mitigate risk while identifying new opportunities for growth.

Ultimately, consulting partnerships deliver value by combining deep industry knowledge with strategic foresight. When executed effectively, these engagements strengthen organizational performance, sharpen competitive positioning, and help businesses navigate uncertainty with greater confidence.

From The Desk: Canadian Retail’s Urban Expansion and Inflation Pressures Shape 2026 Outlook

By
Craig Patterson
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The Canadian retail landscape is showing clear contrasts this week. On one hand, there is strong expansion in urban retail and shifts in store formats. On the other, inflation continues to put pressure on everyday consumer spending. Overall, the sector is adjusting quickly to changing shopper priorities while facing ongoing economic challenges that are affecting household budgets across the country. In this environment, retail real estate remains a key factor for investment, adaptation, and long-term stability as 2026 progresses.

At the same time, there are ongoing conversations around grocery inflation and consumer confidence, which are top of mind for retailers and industry leaders navigating an uncertain market. This week’s news also features discussions around converting retail space into residential uses, as cities respond to changing land needs.

 

Retailer News

Canada’s leading grocers are intensifying focus on value formats, as Loblaw, Metro, and Empire expand discount store banners to address persistent food inflation and tighter consumer budgets. This move is more than incremental growth; it represents a pronounced market pivot prioritizing operational efficiency, supply chain optimization, and enhanced e-commerce integration particularly in urban areas. Interestingly, while discount banners gain prominence, total store density per capita is decreasing, signaling industry consolidation and capital reallocation toward formats that emphasize affordability without sacrificing accessibility.

The urban retail battlefront is equally busy as TJX Canada opens a new Marshalls store at Montreal Eaton Centre. This store addition supports the retail strategy of clustering Winners and Marshalls in high-density downtown cores, allowing off-price banners to tap into transit-accessible, foot traffic-rich environments. This marks a clear recognition of prime downtown real estate’s evolving value for retail operators, particularly as consumer patterns increasingly demand convenience and urban proximity.

Meanwhile, in the area of retail real estate and creditor relations, an Ontario court ruling granting $2.4 million in legal costs to Hudson’s Bay landlords highlights the complexities of lease restructurings and insolvency proceedings in Canada’s retail sector. The decision stems from a failed bid by Ruby Liu to acquire 25 Hudson’s Bay leases to launch a new department store chain.

Canada’s economic signals are layered with caution as small business confidence declines sharply amid rising energy and input costs, according to the CFIB report. This sentiment dampens optimism for demand recovery and strains sectors reliant on the vitality of independent operators. Such financial pressures amplify the urgency for government action on energy supply to stabilise operating costs.

On the consumer front, Lululemon’s Q4 results show a stumble in North American demand impacting profitability, despite robust international expansion, particularly in China, as detailed in its earnings report. The company’s balancing act between geographic growth and margin pressures from costs and inventory provides a useful case study in managing store networks and product assortments amidst shifting market dynamics.

Employment data echo this tempered environment with a decline of 18,000 retail sector jobs in February 2026, according to Statistics Canada analysis featured in recent labour reports. These losses are contextualized as short-term reactions rather than structural downturns but highlight the sensitivity of staffing to economic headwinds. A cooling inflation rate at 1.8% in February reported by Statistics Canada brings a glimmer of relief, yet rising energy costs and geopolitical risks continue to cloud the near-term outlook.

Retailer People News

Amid these operational and market pressures, human capital remains a focal point for retailers and landlords. Insights from Dr. Sylvain Charlebois in the video interview on food inflation reveal how elevated grocery prices persist despite easing inflation trends, primarily driven by protein and produce constraints. The pricing pressures directly influence retail staffing demand and wage negotiations, underscoring a delicate balance for hiring teams working within cost containment frameworks.

Retailer Op-Eds

The ongoing grocery inflation challenge is sharply captured by Sylvain Charlebois in his industry op-ed, which flags Canada as a G7 leader in food price rises outpacing wage growth. This critical gap erodes purchasing power and pressures both retailers and landlords who depend on sustained consumer spending in food retail formats. The piece articulates the compounded impact of rising energy and labour costs, forecasting ongoing affordability challenges.

Urban retail’s physical footprint is also under scrutiny with the growing momentum of retail-to-residential conversions gaining prominence in response to underused retail space and housing shortages. This transformation requires cross-sector collaboration and policy reform, signifying a fundamental evolution in urban land use that will profoundly impact retail and commercial real estate players.

Finally, in the realm of luxury retail, the evolving client relationship model emphasized in recent analysis spotlights how emotional connections and sustained engagement are redefining success. This shift presents a challenge and opportunity for luxury retailers and mall operators seeking to cultivate loyalty through immersive experiences beyond transactional shopping.

 

Editor’s Take

This week’s coverage shows a retail sector at an important turning point. Canadian grocers are expanding discount banners, and retailers continue to open stores in urban areas, even as inflation remains a challenge. Consumer demand is shifting toward value and convenience, which is reflected in store conversions by grocers and the clustering of TJX stores in downtown locations. These moves point to a more focused approach to investing in locations that can drive steady customer traffic. At the same time, rising food prices and ongoing labour pressures show that the retail recovery is still uneven and requires careful cost management.

For commercial real estate stakeholders, two trends stand out: consolidation and transformation. Discount and experiential retail are gaining importance, while more retail spaces are being considered for residential conversion. This shift signals a broader rethink of how space is used in urban markets. At the same time, landlords and operators must balance these changes with the need to support tenants facing economic pressure.

Overall, the key theme is adaptation. Retailers are using AI to improve operations, luxury brands are changing how they engage with customers, and grocery chains are adjusting formats to manage costs. These are not short-term shifts. They point to longer-term changes that will shape the future of retail in Canada.

This Week’s Articles

Retailer News

Retailer People News

Retailer Op-Eds

News From Around the Web

The Art of Desire in Luxury Marketing

By
Craig Patterson
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Editor’s Note: This article is the third in a special Retail Insider thought leadership series exploring how luxury retail actually works, based on insights from luxury retail executive Douglas Mandel. [Previous: ‘The New Luxury Client’ and What Luxury Really Is in a Changing World]

Luxury marketing does not function like traditional retail marketing. It does not compete on price. It does not shout promotions. It rarely explains itself in practical terms. Instead, it builds mythology.

Douglas Mandel, former VP of Dior who led Canada and a longtime luxury retail executive, offers insight into what truly drives luxury performance. At the core of his perspective is a simple premise: in the business of luxury, desire is everything.

Understanding The Art of Desire is essential for Canadian retailers operating in an increasingly global and competitive environment. As digital platforms democratize access to brands and consumer expectations evolve, luxury houses must work harder to maintain mystique. The brands that succeed do not merely market products. They create moments, symbols, and experiences that elevate perception.

The Haute Couture Principle

Mandel describes what he calls the Haute Couture Principle as the summit of luxury strategy. Haute Couture, technically defined as made-to-measure garments produced by hand in Paris under strict standards, represents the pinnacle of craftsmanship and exclusivity. Yet almost no one buys it.

That is precisely the point.

Douglas Mandel

Haute Couture exists not primarily to generate revenue, but to create aspiration. It is the unreachable apex that fuels desire across the entire product architecture of a brand. A hand-beaded gown shown on a runway may cost hundreds of thousands of euros. The vast majority of clients will never purchase it. However, the image of that gown shapes perception of everything beneath it, from ready-to-wear to fragrance.

Mandel argues that the top rung of the ladder defines the dream. Without that dream, the ladder leads nowhere. When consumers purchase a pair of sunglasses or a bottle of perfume from a luxury house, they are buying into a narrative established at the very highest level.

For Canadian retailers, this principle has implications beyond fashion. Automotive brands, hospitality groups, and even high-end real estate developers apply similar logic. The most exclusive offering may be unattainable for most, yet it sets the tone for everything else.

Marketing as Mythology

“Luxury marketing doesn’t just sell products. It builds mythology,” Mandel says.

He recounts one of the most extraordinary examples of this during his time with Dior: staging a fashion show on Red Square in Moscow. A mirrored glass cube was constructed to reflect the Kremlin. The show drew global media attention and positioned Dior not simply as a fashion house, but as a cultural force.

The idea emerged from a negotiation over retail space inside GUM department store. Instead of approaching the situation conventionally, leadership proposed something unprecedented. The result generated global press, reinforced client loyalty, and cemented prestige.

This is The Art of Desire in action. Luxury brands create stories that transcend the transaction. They anchor themselves in historic monuments, cultural events, and symbolic settings. The product becomes part of a larger narrative.

For Canadian retailers, the lesson is clear. Cultural relevance amplifies brand equity. Whether through partnerships, events, or experiential activations, luxury marketing succeeds when it connects with something bigger than the store itself.

Dior SS 2013 show in Moscow. Photo: VCA

Showing Up in Culture

Desire is often built not in advertising campaigns, but in lived moments.

Mandel recalls hosting an after-party during Montreal’s Formula One Grand Prix weekend while operating a flagship boutique in Old Montreal. After local clubs closed, select VIP guests were transported to the store for a late-night gathering. The event was unconventional, informal, and culturally attuned to the city’s energy.

The outcome was not measured solely in immediate sales. Instead, the store positioned itself within the cultural fabric of Montreal. International visitors discovered the brand in an unexpected setting. Tastemakers connected with the space before the term influencer became commonplace.

Luxury marketing works when brands show up where their clients live, celebrate, and dream. In Canada’s major cities, from Toronto to Vancouver to Montreal, luxury retail intersects with sports, arts, film festivals, and global tourism. Strategic cultural alignment builds memory.

Clients may forget a promotional email. They rarely forget an experience that felt exclusive and unexpected.

The Power of the Impossible

At the heart of The Art of Desire is the strategic use of the unattainable.

Mandel compares Haute Couture to Ferrari’s Formula 1 program. Billions are invested in engineering, sponsorship, and racing at the highest level, even though the majority of customers will never drive an F1 car. The racetrack defines the mythology that filters down to every road model.

Similarly, Haute Couture defines the visual language and emotional resonance of a luxury house. It is more exclusive than most art and more precise than many forms of watchmaking. Its purpose is not volume. It is symbolism.

Luxury brands that begin from the middle, focusing solely on accessible collections or modest price points, risk diluting aspiration. In this business model, the dream must come first. Everything else cascades downward.

For Canadian luxury retailers competing in a market increasingly influenced by global brands, this principle is critical. Without a clear aspirational peak, brand positioning flattens.

Negotiation, Spectacle, and Strategy

Luxury marketing often intersects with negotiation and strategic opportunity.

In the Red Square example, what began as a real estate dispute became an opportunity for global spectacle. The decision to build a mirrored cube and host a runway show transformed a logistical challenge into brand-defining mythology.

This approach requires confidence and clarity. It also requires a willingness to think beyond immediate metrics. While short-term return on investment is important, luxury houses often prioritize long-term prestige.

Canadian retailers, particularly those scaling or entering new markets, can draw lessons from this mindset. Strategic boldness, when aligned with brand values, can accelerate positioning in ways incremental campaigns cannot.

How Desire Translates Into Revenue

Ultimately, desire must translate into business performance.

The cascade from couture to cosmetics illustrates how aspiration drives accessibility. A €250,000 gown generates media coverage and cultural attention. A ready-to-wear piece echoes its silhouette. Accessories and fragrance carry the same mood and muse at more attainable price points.

The presence of an anchor at the top elevates perceived value across the entire assortment. Pricing psychology plays a role. When the highest tier signals exceptional craftsmanship and exclusivity, products below it benefit from reflected prestige.

For Canadian retailers managing assortments in premium and luxury segments, understanding this architecture is vital. Desire must be engineered intentionally. It does not happen accidentally.

The Art of Desire in Canada

The Canadian luxury market is maturing. Global brands are investing more deeply. Domestic consumers are increasingly sophisticated. Travel and digital exposure mean that clients compare experiences across borders.

In this environment, The Art of Desire becomes a competitive advantage. It is not about louder messaging or deeper discounts. It is about cultural presence, aspirational peaks, and disciplined storytelling.

Luxury marketing works when it builds mythology. It works when it anchors product in symbol and experience. It works when the dream is visible, even if it is unreachable.

As Mandel’s reflections make clear, desire is not a byproduct. It is the strategy.

The brands that understand this will not merely sell more product. They will shape perception, define aspiration, and secure long-term loyalty in a market that increasingly rewards those who master the art of wanting.

More from Retail Insider:

Retail sales on the rise: Statistics Canada

By
Mario Toneguzzi
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Gustavo Fring photo
Gustavo Fring photo

Retail sales increased 1.1% to $70.7 billion in January. Sales were up in six of nine subsectors, led by increases at motor vehicle and parts dealers. Core retail sales, which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers, were up 0.9% in January, reported Statistics Canada on Friday.

In volume terms, retail sales were up 1.0% in January, added the federal agency.

Statistics Canada also provided an advance estimate of retail sales, which suggests that sales increased 0.9% in February.

“Following a decline of 1.6% in December, motor vehicle and parts dealers (+2.0%) recorded the largest increase in retail sales in January. Higher sales at new car dealers (+2.5%) led the increase in the subsector, followed by other motor vehicle dealers (+5.6%). In January, the largest decrease in the motor vehicle and parts dealers subsector came from used car dealers (-3.0%),” explained the federal agency.

“Sales at gasoline stations and fuel vendors (-0.4%) were down in January following two consecutive monthly gains. In volume terms, sales at gasoline stations and fuel vendors fell 0.4% in January.”

Statistics Canada said core retail sales rose 0.9% in January after posting a decrease of 0.4% in December. The increase in January was led by higher sales at general merchandise retailers (+3.0%), marking a fourth consecutive monthly gain in this subsector.

“Sales at sporting goods, hobby, musical instrument, book, and miscellaneous retailers (+2.6%) also increased in January, posting a second consecutive monthly gain, it said.

“In January, the largest decrease in core retail sales came from food and beverage retailers (-0.6%). The decrease was led by lower sales at supermarkets and other grocery retailers (except convenience retailers), which fell 0.7% in January after increasing 0.1% in December.”

The report said retail sales increased in all provinces in January. The largest provincial increase in dollar terms was observed in Alberta (+3.5%), led by higher sales at motor vehicle and parts dealers. In Ontario, retail sales increased 0.9% in January on higher sales at motor vehicle and parts dealers. In the census metropolitan area (CMA) of Toronto, retail sales were up 0.6% in the month. In Quebec, retail sales were up 0.6% in January. In the CMA of Montréal, retail sales rose 1.7%.

On a seasonally adjusted basis, retail e-commerce sales increased 1.5% to $4.4 billion in January, accounting for 6.2% of total retail trade, added Statistics Canada.

Maria Solovieva
Maria Solovieva

Maria Solovieva, Economist, TD, said: “Consumers loosened their purse strings to start the year, with retail sales rising in January and early indications pointing to continued demand in February. Momentum in services spending appears intact, based on our internal credit and debit card data, likely supported by higher-income households with greater financial buffers. This keeps our outlook for Q1 real consumption growth at a relatively healthy 1.1% (quarter-on-quarter, annualized).

“That said, the retail report is inherently backward-looking and, in this case, feels particularly in the rear-view day by day. New headwinds – from higher prices at the pump to financial market volatility – risk weighing on demand through both higher costs and a potential reversal of wealth effects.”

Shelly Kaushik
Shelly Kaushik

Shelly Kaushik, Senior Economist, BMO Capital Markets, said: “Decent retail sales figures for January, and a positive early read for February, highlight consumer resilience in the face of mounting headwinds for the Canadian economy. With higher energy costs expected to take up a larger share of household budgets in the coming months, we’ll be watching to see how other spending components hold up.”

More from Retail Insider:

Winnipeg-based Activate Games accelerating international growth

By
Mario Toneguzzi
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Activate photo
Activate photo

Winnipeg-based Activate Games Inc., the creator of the world’s first live-action gaming experience, recently doubled its debt financing facilities to $72 million in partnership with Export Development Canada (EDC) and RBC Royal Bank.

The expanded facilities fuel Activate’s next phase of growth across North America, Europe, and Asia, providing a clear path to 100 locations in 12 countries by 2027, the company said.

Activate explained that it operates a scalable, technology-enabled active entertainment platform that combines physical gameplay with proprietary software, data tracking, and recurring Player engagement. The company continues to see strong unit-level performance, repeat visitation, and expanding global demand.

Adam Schmidt
Adam Schmidt

Following recent market entries in France, Mexico and Finland, and three additional locations in London, Activate’s global expansion continues with first sites planned in Sweden, Denmark, Germany, Malaysia, Norway and Austria, marking an important next phase of international growth and bringing the company’s active gaming experience to new audiences worldwide.

“Activate was designed to scale globally,” said Adam Schmidt, Founder and CEO of Activate. “We’ve built a capital-efficient model supported by proprietary technology and strong Player retention. This financing positions us to accelerate development in priority markets while maintaining disciplined execution.”

The $72 million in total credit facilities support Activate’s upcoming corporate openings in Miami, Las Vegas, Jacksonville, Ottawa and Montreal.

“These expanded facilities provide the financial flexibility to execute our growth strategy with speed and prudence,” said Dan Haroun, CFO of Activate. “Doubling our credit capacity reflects lender confidence in our operating performance, development pipeline, and long-term expansion plan.”

Guillermo Freire
Guillermo Freire

“EDC is proud to continue supporting Activate as it scales and showcases Canadian innovation at the intersection of digital technologies and entertainment – areas where Canada has significant strengths,” said Guillermo Freire, Senior Vice-President, Mid-Market Group, Export Development Canada.

“Through our financing and broader suite of support, we’re helping high-potential Canadian companies like Activate build resilience and advance their growth.”

Recently, the company opened locations near Oslo, Norway in the Snøbyen district and the Nordstan Shopping Centre in Gothenburg, Sweden, following the debut of its first Nordic location in Helsinki, Finland last month.

Activate opens in Oslo, Norway and Gothenburg, Sweden

“We built Activate to create a global gaming network that brings people together through play,” said Schmidt. “Thanks to our partnership with Realinvest, we’re delivering a next-generation interactive entertainment experience unlike anything else in the region. We’re proud to welcome Sweden and Norway into the growing global Activate community.”

Today, Activate operates more than 70 locations worldwide and is on track to open 30 additional locations in 2026, including five new locations with Realinvest across the Nordic region, with openings planned in Stockholm (SWE), Copenhagen (DNK) and Burgan (NOR).

Its first location opened in Winnipeg in 2019.

“Activate is an immersive entertainment experience where you are partnering or competing with friends to complete challenges and pass levels and win the game, essentially,” said Haroun.

“It’s a technology-driven entertainment business that allows individuals to move from room to room, competing and completing different challenges that are both physical and mental in nature.”

Activate photo
Activate photo

There are more than 40 locations in the U.S.

Haroun said Activate locations range between 9,000 square feet and 12,000 square feet. There are a couple locations a little bit bigger and smaller.

“You’ll walk in, you’ll be greeted by our team. You’ll be given a wristband to scan in. You have an account that will stay with you for that visit, but also when you come back and repeat,” he said. “So it’s really about a replayable experience where you will partner with two to five people to scan into different rooms and compete in challenges. We have some challenges and games that are sports-inspired. We have a viral grid floor that’s gone viral on TikTok many times. A laser game where you feel like you’re a ninja dodging lasers to complete challenges.

“So we have 12 unique rooms, with more innovation to come, that really allow a guest to come in and have an exhilarating experience with friends, with family, and come back again and pick up right where you left off, but do it in a physical way.”

When looking for locations, the company looks for good, easy access for our customers. 

“We have demographics that we study. We look at traffic patterns, we look at the co-tenants around us. Obviously the size — there’s all sorts of complexity with fitting the game rooms appropriately. But we really look for retail areas that are busy and easily accessible for our guests,” added Haroun.

“With this recently announced expansion in our financing with EDC and RBC, we’re going to continue to be expanding our corporate locations. We’ve got locations coming up that we’re evaluating in the California market. We’ve got sites under construction in Miami, in Vegas, Jacksonville.

Activate photo
Activate photo

“We’ll also be entering the Ottawa market, as well as our first location in Quebec as well. So that’s what’s planned from a financing perspective.

Globally, we continue to expand. We’ve got planned expansion in Malaysia, Germany, Austria. And so we continue to see the product and the global community growing and resonating really well as we enter new markets.”

Haroun said consumers are more and more looking for a great reason to get together and connect. 

“What Activate allows people to do is get off the screens, get off the couch, get out of the house, bring people together, and have a memorable experience together. And that’s really what Activate is doing — meeting that consumer need for an innovative experience. We continue to believe that that shift is a tailwind that we will continue to benefit from, and we’re really set up to meet the moment.”

More from Retail Insider:

Freed & Freed Expands Distribution for Canadian Outerwear

By
Craig Patterson
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FREED FW26 Collection. Image Via Freed & Freed
FREED FW26 Collection. Image Via Freed & Freed
Marissa Freed, President @ Freed & Freed International

Winnipeg-based manufacturer and fashion brand Freed & Freed is expanding its retail distribution across Canada and internationally as it builds awareness for its Canadian-made vegan outerwear. The fourth-generation family business is seeing strong sell-through at select U.S. retailers while continuing to seek broader support from major multi-brand fashion stores at home.

Marissa Freed, President of Freed & Freed, said the company is focused on growing its retail presence while staying true to its heritage as a Canadian manufacturer with more than a century of experience. The company, founded in 1921, continues to produce garments from its Winnipeg facility while also supplying uniforms and private-label programs to institutional and corporate clients.

“We try to stay focused on being a heritage company, but at the same time keeping our commitment to being modernized and our focus on zero waste,” she said in an interview.

A Heritage Manufacturer with a Modern Outerwear Brand

Freed & Freed began as a pants manufacturer in Winnipeg and evolved into a full-service apparel producer with a 50,000-square-foot facility and close to 100 sewers. Today, the company balances contract manufacturing with its consumer-facing FREED label, which focuses on luxury vegan outerwear and accessories.

The company has produced everything from RCMP scarlet tunics to Olympic uniforms and Hudson’s Bay–striped merchandise, building a reputation for technical expertise and high-quality construction. Under Marissa Freed’s leadership, the company has also shifted toward a more fashion-driven outerwear brand while maintaining its manufacturing roots.

Freed said the company’s mission has remained consistent, even as the product line evolves. “Our mission is still the same. I think our target market hasn’t changed. People knowing about us, the awareness is growing, but our focus is somewhat the same. Every year our expectation is that we do better and better.”

FREED FW26 Collection. Image Via Freed & Freed
FREED FW26 Collection. Image Via Freed & Freed

Retail Expansion Driven by Strong U.S. Sell-Through

One of the most notable success stories for the brand has come from the United States. Texas-based Tootsies, a prominent multi-brand retailer with stores in Dallas, Houston, and Atlanta, has become one of the brand’s strongest accounts.

Freed said the performance there has been particularly encouraging. “Last season for a retail store, they sold 200 units. I mean, that’s massive.”

The strong sell-through is notable given the warm-weather markets in which Tootsies operates. “It’s like Dallas, Houston and Atlanta. They’re warm cities, but they think that we’re an attainable price point for their consumer. They’ve just been supportive of us in the same way we’re supportive of them,” she said.

Internationally, the brand is pursuing new markets following recent trade show participation in Copenhagen. The company is planning further activity in Seattle and Beijing and is exploring opportunities in Sweden and Denmark.

“In Canada we’ve got a couple new ones too,” Freed said, noting that the brand continues to add new retail partners while pursuing larger doors.

Tootsies store in Houston, TX. Photo: Tootsies

Seeking Broader Support from Canadian Multi-Brand Retailers

Despite its heritage as a Canadian manufacturer, Freed said the company is still seeking stronger adoption from major Canadian fashion retailers.

“If I had a wish list, I think it’s really important for us to get some support from bigger doors in Canada,” she said, adding that the brand would be well suited for department store pop-ups and specialty fashion retailers.

Freed said the brand’s positioning as a luxury, Canadian-made, vegan outerwear line gives it a strong story for retailers seeking differentiated product. The company targets a core customer between the ages of 35 and 55, though purchases often span generations.

“Typically when we get that customer in that age range, she ends up buying for her daughter and her mother at the same time,” Freed said. “What we’re able to communicate is luxury, sophistication. It’s polished. It’s not too edgy, not too fashion forward, but you’ve still got class in there.”

FREED FW26 Collection. Image Via Freed & Freed
FREED FW26 Collection. Image Via Freed & Freed

Design Direction Blends Heritage and Trend

For upcoming collections, the company is blending its heritage references with contemporary fashion influences. Freed said the latest collection includes an homage to classic London Fog trench styles, featuring traditional silhouettes updated with quilted liners and modern fabrics.

“We looked at our past collections and every year we try to do better. Even repeat styles, if there are tweaks to perfect them, that’s something we focus on,” she said.

The company is also emphasizing jewel tones and nature-inspired palettes, while maintaining its commitment to cruelty-free materials and zero-waste design strategies. Fabrics are often used across multiple product categories, from accessories to outerwear, to minimize waste.

“We’ve stayed true to our inception, which is a focus on zero waste, being cruelty-free, but at the same time providing a really high-quality product and staying trend focused,” Freed said.

She added that the company’s long manufacturing history gives it a technical advantage. “We’ve been around as a company, as a manufacturer, for over a hundred years. I just don’t think anybody else could possibly know what they’re doing more than us.”

FREED FW26 Collection. Image Via Freed & Freed
FREED FW26 Collection. Image Via Freed & Freed

Positioning Canadian Manufacturing as a Competitive Advantage

As the company grows its distribution, Freed said domestic manufacturing remains a key part of the brand’s identity and value proposition. The Winnipeg facility allows the company to produce garments locally while maintaining flexibility for clients and retailers.

The approach also aligns with broader industry conversations around sustainability, supply chain resilience, and local production.

Freed believes there is an opportunity for Canadian retailers to support domestic manufacturing, particularly in outerwear categories where technical expertise is critical.

“We’re a heritage company, and we’re proud of what we make,” she said. “Our expectation every year is that we just keep doing better.”

FREED FW26 Collection. Image Via Freed & Freed
FREED FW26 Collection. Image Via Freed & Freed

More from Retail Insider:

Downtown Grocery Growth Accelerates in Canada

By
Craig Patterson
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Future Food Basics at ROQ City in downtown Toronto. Image: Hariri Pontarini Architects

Access to affordable food in Canada’s urban cores has become one of the defining retail issues of the past year. As condo density rises and transit-oriented development accelerates, grocery chains and developers are rethinking how and where stores operate. The result is a surge in downtown grocery stores Canada residents are increasingly relying on for convenience, affordability and access.

At the same time, the expansion comes with complexity. In a recent interview with Retail Insider, Dr. Sylvain Charlebois said urban grocery development is far from straightforward. “Opening up stores downtown is incredibly difficult right now,” he said, citing shrink and theft as major concerns. “Shrink is a huge problem for sure.”

Sylvain Charlebois
Dr. Sylvain Charlebois

Even so, the pace of urban grocery investment between mid-2025 and early 2026 has been notable across cities such as Toronto, Vancouver, Calgary and others.

The Rise of the Urban Discount Format

One of the most significant shifts is the adaptation of hard discount banners to smaller downtown footprints. Traditionally associated with suburban plazas, chains such as Food Basics and No Frills are now embedding into condo podiums and transit corridors.

In August 2025, Food Basics opened its first “urban concept” store at 340 Queen Street in Ottawa’s Centretown, at the base of the Claridge Moon condominium near the Lyon LRT station. The 22,000 square foot store fits approximately 85 percent of a traditional assortment into roughly 65 percent of the space. Fast self-checkouts and expanded grab-and-go meals are tailored to professionals and seniors living nearby.

In Toronto, Food Basics confirmed it will anchor the upcoming ROQ City development at 261 Queen Street East in Moss Park. The 33,000 square foot store is designed to serve a rapidly densifying and historically underserved downtown neighbourhood.

Loblaw has also been active. A new urban No Frills opened in late November 2025 in Burlington’s Aldershot corridor, responding to community demand for affordable options within a dense transit-connected area. In Calgary’s downtown West End, a 13,000 square foot No Frills opened at the base of West Village Towers, targeting both upscale renters and budget-conscious residents. The location, positioned within the free-fare C-Train zone and offering heated underground parking, has effectively addressed what was long considered a grocery desert north of the rail tracks.

The growth of downtown discount banners reflects broader consumer trends. “It’s totally normal for grocers to adapt to a more frugal market,” Dr. Charlebois said in the interview, pointing to the expansion of discount formats across the country. As shoppers trade down, chains are ensuring those lower-price options are available in core neighbourhoods, not just in car-dependent suburbs.

Food Basics at 340 Queen St. in downtown Ottawa. Photo: Food Basics

Premium and Specialty Concepts Move In

While discount chains expand, urban cores are also attracting premium and niche grocery concepts.

In Toronto, Whole Foods confirmed that it will anchor the King Toronto development on King Street West with a 30,000 square foot store. The opening fills a significant gap in the affluent King West neighbourhood. Interestingly, the expansion coincided with the closure of two other Toronto locations, suggesting a strategic pivot toward denser, higher-performing urban markets.

Montreal-based KaleMart24 announced in January 2026 that it will open a downtown Toronto flagship at 601 to 603 Yonge Street in June 2026, along with a transit-connected location at Montreal’s Eaton Centre. Often described as a health-focused convenience format, the brand operates micro-footprints between 850 and 1,800 square feet, offering curated, better-for-you assortments.

In Vancouver, Aburi Market opened March 3 at 609 Granville Street, taking over the former Meinhardt Pacific Centre space. The 3,200 square foot premium Japanese concept focuses on grab-and-go offerings, A5 Wagyu, sushi bentos and an in-house bakery targeting downtown office workers and residents.

Independent operators are also entering the urban mix. BestCo Fresh Foods recently opened a flagship location at the base of the Peter and Adelaide condo development in Toronto’s Entertainment District, providing culturally diverse offerings in a high-density area. The same retailer is set to open at Mirvish Village at the corner of Bloor and Bathhurst Streets. 

Dr. Charlebois noted that ethnic and specialty stores are operating differently from large chains and often provide strong value. “A lot of them actually offer some really good deals too,” he said. These formats add diversity to the downtown grocery ecosystem.

BestCo grocery store on Peter St. in downtown Toronto. Photo: Zolo

Transit-Oriented Grocery Anchors

In Vancouver and Calgary, the most prominent grocery developments are directly integrated into transit-oriented mixed-use projects.

In Vancouver’s South Granville area, Loblaws City Market is scheduled to open in mid-2026 at 1477 West Broadway. The 22,000 square foot store will span two levels at the base of PCI Developments’ 39-storey tower known as The Stories. It sits directly above the new South Granville SkyTrain station, reinforcing the trend of grocery stores as transit-linked anchors.

Nearby, a Sobeys-affiliated banner is transforming the former Toys “R” Us heritage building at 1154 to 1174 West Broadway into an approximately 11,500 square foot urban grocery store. The project preserves the iconic BowMac sign while repurposing the interior for food retail.

In Calgary, the recently opened Calgary Co-op North Hill urban flagship at 520 16 Avenue NE exemplifies vertical integration. Opened February 26, 2026, the 41,000 square foot food centre sits beneath 189 residential rental units. The store includes a pharmacy walk-in clinic, oyster bar and underground parking. The adjacent 1960s-era store will be demolished to make way for additional retail phases in 2027.

Across both cities, the pattern is clear. Grocery stores are no longer standalone buildings with expansive surface parking. Instead, they occupy podium levels of residential towers, with air rights above and transit nodes below.

Soon-to-open Loblaw CityMarket at Broadway and Granville in Vancouver. Image: Loblaw

Addressing Grocery Deserts

Beyond premium developments, several projects explicitly aim to restore grocery access to underserved neighbourhoods.

In Barrie, Kennedy’s Lakeside Grocery opened in late 2024, bringing a 3,500 square foot family-owned store back to downtown after more than a decade without a proper grocery option. The store emphasizes locally sourced goods and features an on-site butcher.

In Calgary’s West Village and Toronto’s Moss Park, discount and mid-market operators are positioning stores in areas long described as food deserts. These moves align with a broader policy conversation about affordability and access.

An emerging political storyline involves calls for publicly operated grocery stores in urban centres. Some advocates argue that non-profit competitors could reduce urban grocery prices significantly. Whether such proposals materialize remains uncertain, but they underscore how central downtown grocery access has become to the cost-of-living debate.

The Challenges Beneath the Growth

Despite the expansion, risks remain. Dr. Charlebois warned that urban grocery economics are complicated by crime and shrink. “Opening up stores downtown is incredibly difficult right now,” he said. Security investments and loss prevention measures can materially affect margins.

He also noted that Canada’s overall grocery store density per capita has declined since 2020. “As soon as you have fewer stores based on population, you can argue that there is less competition out there or less access,” he said. Even as downtown grocery stores Canada residents rely on are multiplying, other neighbourhoods may be seeing rationalization or closures.

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Daily Synopsis: Mar 19, 2026

By
Retail Insider
-

Today’s Retail Insider articles listed below capture key shifts including Canada’s leading grocers expanding discount banners to navigate food inflation, Walmart Canada’s plus-size apparel push with Lane Bryant reshaping competition, and TJX Canada’s downtown store cluster strategy in Montreal and beyond. Small business confidence softens under rising energy costs, adding another layer of challenge. Together, these stories highlight how Canadian retailers balance operational pressures with strategic adaptation in a complex market environment.

 

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

Grocers Double Down on Discount Banners in Canada

By
Craig Patterson
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No Frills store. Photo: Loblaw

Canada’s largest grocery companies are reshaping their footprints around low-cost formats as food inflation and consumer caution persist. Loblaw, Metro, and Empire are investing billions of dollars into hard discount banners, converting conventional stores, and refining supply chains to protect price points. The acceleration in Canada discount grocery expansion reflects both opportunity and pressure in a market where total store density is quietly declining.

In a recent interview with Retail Insider, Dr. Sylvain Charlebois said expansion headlines do not tell the full story. “I actually went into numbers and tried to figure out what is the per capita ratio in Canada versus the US,” he said. Since 2020, the number of grocery stores per 100,000 Canadians has fallen from over 22 to roughly 18 or 19. “As soon as you have fewer stores based on population, you can argue that there is less competition out there or less access,” he added.

Sylvain Charlebois
Dr. Sylvain Charlebois

Against that backdrop of consolidation and selective closures, discount banners have become the primary growth engine.

Loblaw Scales No Frills and Maxi

Loblaw remains the most aggressive player in the value segment. In late February, the company announced a $2.4 billion investment for the year, including 70 new stores. Of those, 31 will be No Frills or Maxi locations. The broader plan sits within Loblaw’s $10 billion, five-year capital program.

The expansion is nationwide, with a heavy concentration in Ontario and Western Canada. At the same time, Loblaw continues to convert underperforming full-service stores into No Frills to capture price-sensitive urban customers. “It’s totally normal for grocers to adapt to a more frugal market,” Dr. Charlebois said, noting the shift toward discount formats.

Automation supports the strategy. Large-scale investments in distribution, including high-capacity facilities designed to lower supply chain costs, are intended to keep discount shelf prices competitive. Private labels such as President’s Choice and No Name are also central to the model, as shoppers increasingly trade down from national brands.

Maxi store. Photo: Loblaw Companies

Metro Leans on Food Basics and Super C

Metro has identified discount banners as its main source of market share gains. In January 2026, the company confirmed plans to open 12 new discount stores in fiscal 2026. Three have already opened. Metro ended 2025 with 267 discount locations, including 150 Food Basics stores in Ontario and 117 Super C stores in Quebec.

The performance gap between discount and conventional formats has widened. Value-conscious shoppers are looking for lower prices without sacrificing convenience. Metro recently extended grocery delivery to its discount banners, helping drive a 25.8 percent increase in e-commerce sales.

The emphasis on discount reflects a broader change in behaviour. “They’re going to be promoting their private labels a little bit more,” Dr. Charlebois said. He also pointed to the emergence of liquidation centres that sell near-expiry or rejected products at steep discounts. “We are seeing very aggressive discounting out there, much more so than before,” he noted.

Empire Advances FreshCo in the West

Empire, parent of Sobeys and Safeway, is nearing completion of its “Project Horizon” plan to convert roughly 25 percent of its Western Canadian full-service stores to the FreshCo banner. The company has now confirmed 37 of its planned 65 FreshCo locations in Western Canada, with significant activity in Alberta.

Recent Safeway-to-FreshCo conversions in Calgary and Edmonton illustrate Empire’s focus on improving price perception in competitive markets. In January 2026, Empire also announced it would close Alberta e-commerce facilities and pivot toward third-party partnerships while prioritizing physical discount store profitability.

The strategy aligns with a broader pattern. While total store density per capita is edging lower, the share of discount stores within that footprint is rising sharply.

FreshCo (Image: JACKMAN REINVENTS)

Urban Discounting and Market Share Shifts

One of the more notable developments is the move of discount banners into higher-rent urban cores. In Toronto, for example, No Frills locations are appearing in neighbourhoods where discount grocers historically had limited presence. The aim is to capture younger, price-sensitive consumers who live in dense areas.

Dr. Charlebois cautions that urban expansion carries risk. “Opening up stores downtown is incredibly difficult right now,” he said, citing shrink and theft as major concerns. “Shrink is a huge problem for sure.” Retailers are balancing the need for access with heightened security costs.

In Quebec, the hard discount model has delivered measurable gains. According to 2025 to 2026 data from dunnhumby, Maxi has overtaken Costco as the top grocery retailer in the province, underscoring how effective the format has become in today’s economic climate.

Retraction Beneath the Headlines

Despite high-profile investments, net expansion remains nuanced. Dr. Charlebois emphasized that closures often accompany openings. “They never talk about stores that they’re closing,” he said, referring to annual expansion announcements.

As demographics shift and profitability varies by neighbourhood, retailers are rationalizing portfolios. Some markets may lose options even as others gain new discount formats. “You can argue that there is less competition out there or less access,” he reiterated.

The result is a reshaped landscape rather than pure growth. Conventional banners are being trimmed or converted, while discount stores proliferate.

The current wave of Canada discount grocery expansion reflects a structural pivot rather than a temporary tactic. Consumers are trading down. Private label penetration is at record highs. Supply chains are being optimized for efficiency. E-commerce is being integrated into value banners to remove the stigma of trading down.

At the same time, consolidation and selective closures are redefining access. The grocery market is not simply adding stores. It is reallocating capital toward formats that resonate in a cautious economy.

More from Retail Insider:

Canada’s EV transition turns pragmatic as consumers weigh cost, charging experience and confidence: EY

By
Mario Toneguzzi
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Andersen EV photo
Andersen EV photo

EY Canada’s annual Mobility Consumer Index, which gauges consumer attitudes towards vehicle purchasing and technology preferences, reveals that Canadians are adopting a more practical approach for their next car purchase. Although nearly half of respondents indicate plans to buy a vehicle within the next two years, there is a noticeable shift in preference back towards internal combustion engine vehicles (ICE).

“Canada’s EV story hasn’t stalled, rather it’s becoming more pragmatic. Consumers still care about fuel costs and the environment, but they’re asking harder questions about affordability, charging reliability and the day-to-day experience. The opportunity now is to close the confidence gap with clearer pricing, more dependable charging and a purchase journey that meets Canadians where they are,” said Jennifer Rogers, Automotive and Transportation Leader at EY Canada.

Jennifer Rogers
Jennifer Rogers

This year’s survey data shows that 30% of potential EV buyers in Canada report reconsidering or postponing EV purchase decisions in light of recent geopolitical events, said the EY report.

Preference towards ICE vehicles rose to 58% (up from 44%), while battery electric vehicle (BEV) preference declined to 7% (from 15%). Hybrids remain the most preferred alternative powertrain at 17%, reinforcing their role as a bridge for consumers who want efficiency gains without fully changing refuelling behaviours, it explained.

“For Canadians leaning toward ICE vehicles, the primary inhibitors to EV consideration are upfront purchase cost (32%) and public charger quality / interoperability (28%). Consumers also cite difficulty locating charging stations (38%), expensive charging costs (32%) and long wait times (31%) among the top public charging concerns. For home charging, high installation costs, electricity bills, and electrical panel upgrades emerged as added considerations,” said EY.

“The top two EV motivators remain the same as the previous year with 53% of respondents citing high fuel / gasoline prices as the top consideration, an increase from 45% the year before.  Environmental concerns hold onto the second spot but rose from 34% in 2024 to 47% in 2025, suggesting sustainability remains a key purchase incentive.”

Andersen EV photo
Andersen EV photo

The report indicates a retail journey that is increasingly hybrid. Canadians continue to rely heavily on online platforms for early-stage research, while the dealership experience remains important for decision-making — 37% of EV purchasers and 41% of ICE vehicle buyers say they wouldn’t buy without a test drive. At the same time, online purchase preference grows to 27% (up from 22%), and 32% say they want to evaluate both online and offline options, said EY.

“On connected and autonomous experiences, Canadian consumers show stronger appetite for functional, day-to-day benefits (navigation, safety / security, and service / maintenance) than for higher levels of automation. On a scale where 0 is no automation and 5 is full automation, a majority (68%) are comfortable with up to Level 2 (partial autonomy), while concerns about accident risk (62%), loss of vehicle control (54%) and technology failure (52%) remain prominent,” it noted.

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