Gen Z Fuels Resurgence of Physical Music in Canada as Vinyl and K-Pop Sales Surge

January 26, 2026

As Spotify Wrapped takes over feeds, Gen Z is also driving a resurgence in physical music.

Record sales in Canada are up 19.1% year over year, and Statistics Canada shows physical media purchases climbed 34% from 2021 to 2023. Beyond nostalgia, the surge points to deeper lifestyle trends: screen-free listening rituals, collecting as a form of identity, and renewed interest in music communities.

Jeff Johnson, owner of Megahit Records — one of Temu Canada’s top-performing independent records stores — is seeing this growth firsthand. As a music industry veteran, former Warner Bros analyst, and active singer-songwriter, Johnson said physical formats are resonating with Canadians and Gen Z, and which artists are driving demand.

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Toronto Hot Yoga Pioneer Dana Dineen Opens Second bhy Studio in Riverside (Photos)

Mario Toneguzzi

January 26, 2026

Dana Dineen, founder of one of Toronto’s longest-standing hot yoga + fitness studios, bhy has just opened the doors to the brand’s second locat in Broadview, now serving Toronto’s up-and-coming Riverside neighbourhood.

The expansion is a major milestone for bhy quietly building one of the city’s most loyal studio communities at a time when few boutique wellness brands seem to last more than a few years.

What began as a single-location hot yoga studio in the Beaches has grown into a two-location business rooted in consistency, care, and connection – offering a full spectrum of fitness and recovery, from hot HIIT and barre-inspired classes to yin yoga and cold plunge therapy.

With more brands trying to replicate the “community feel,” Dineen’s approach stands out: she’s built meaningful loyalty and longevity by staying consistent, showing up, and designing experiences that meet people where they are.

Located on the main floor of a three-storey building at street level — offering high visibility and easy access in Toronto’s vibrant east end. Positioned at the crossroads of Corktown, Riverside, and Leslieville, the new studio connects a growing neighbourhood with bhy’s grounded and vibrant approach to fitness and recovery.

The space features:

Two large practice rooms for hot yoga, hot HIIT, ignited 45, barre, and yin yoga
State of the art heating and cooling in each practice room with humidification and dehumidification systems and high efficiency air exchangers.
Four cold plunge tubs for post-class recovery
A bright lobby and lounge area, mirroring the signature welcoming feeling of the original Beaches location
Design-forward interiors by KLA Interiors — combining natural materials (oak, stone, glass) with clean, calming lines, and warm lighting and some unexpected moments of fun

bhy Broadview is now open at 635 Queen Street East.

“I believe what’s kept bhy steady, is our commitment to who we are, why we teach, and what this practice can do in people’s lives. The heart of bhy has always been the same: show up, do your best, take care of yourself and each other, and let the practice change you from the inside out,” said Dineen of the brand founded in 2002.

“A huge part of our longevity comes from prioritizing our clients and our community above everything else. We invest in high-quality instructors who are dedicated to the practice, to the teaching, and to the people in the room — not in chasing “talent” the way much of the industry does. Our teachers aren’t performers; they’re leaders, guides, and community builders. That energy is felt in every class, and it’s why people stay.

“We’ve stayed rooted in the lineage and structure that works — the heat, the discipline, the repetition, the integrity — while continuing to evolve in ways that support real people, real bodies, and real practice. That commitment to consistency, and community is what has kept bhy strong for over 20 years.

“Community is often cited as a differentiator in boutique fitness, but bhy has built genuine loyalty over many years. What does “community” actually look like in practice at bhy, and how do you design for it day-to-day?”

Dineen said the word “community” gets tossed around a lot in boutique fitness, but at bhy it’s not a marketing word — it truly is something you can feel the second you walk in the door.

“It looks like people showing up for each other, encouraging each other, sweating beside each other, and growing together over years, not weeks. It is intentional connection with every person who walks in the doors and teachers who know your name, your practice, your story — we strive to make our clients feel seen and supported every time they step into the studio,” she said.

“Day-to-day, we design for community in very intentional ways. We hire and train instructors who genuinely care — people who understand that teaching is service. We create consistent class structures that help students build confidence. We hold high standards for teaching, cleanliness, and space care because it communicates respect. And all of our staff practices regularly on the mat with our clients.

“bhy is a place where people can be themselves. Nothing contrived, nothing curated for social media — we always remind our clients that as long as you do your best and try with 100% of your attention and intention, you are receiving the results you need and your best is always good enough.”

Dineen said expanding to Riverside came from a deep understanding of who the brand is after more than 20 years — and the realization that staying the same size was starting to limit what was possible for its clients and its team.

“Without more space, I couldn’t offer the opportunities people were asking for: more classes, more teacher trainings, more pathways to teach, mentor, lead workshops, and build real careers within bhy. And I also knew the practices we teach — the heat, the structure, the discipline — deserved a wider reach,” she said.

“Riverside was the right next home for a few very real reasons. It’s far enough from the Beaches that it wouldn’t cannibalize what we’d built, but close enough that our reputation, our roots, and our teaching team could carry the bhy vibe into the neighbourhood in an authentic way. It’s also a community much like the Beaches — full of people who genuinely want to support local, show up for each other, and build something real together.

“Expansion wasn’t about duplicating a studio — it was about creating more opportunity, more access, and more space for this practice to impact more people, while letting Riverside develop its own identity grounded in the bhy ethos. bhy offers everything from hot HIIT to yin yoga and cold plunge therapy.”

Dineen said expanding its offerings has never been about doing “more” — it’s about choosing practices that deepen the bhy experience and support students in meaningful, complementary ways.

“Every modality we teach brings an intensity that demands focus. Whether it’s the heat of hot yoga, the power of hot HIIT, the precision of barre, the stillness of yin, or the cold plunge — each one calls on the same five aspects of the mind: concentration, determination, self-discipline, patience, and faith,” she explained.

“The formats may be different, but the mental training is the same. Concentration in stillness. Determination through intensity. Self-discipline in staying with the breath. Patience in the process. Faith in yourself and your practice. Over time, that consistency becomes meditation in motion — or meditation in stillness.

“All of our classes are designed to work together. They strengthen different parts of the body and the mind, but they all come back to the same foundation: discipline, breath, presence, and emotional regulation. We understand the power of the circulatory system — how heat drives it, cold sharpens it, effort challenges it, and breath steadies it.

“That’s how we expand without losing clarity. Each practice reinforces the same philosophy, the same mental skills, and the same internal transformation. We don’t add trends; we add what supports the whole ecosystem of bhy — and what genuinely helps our students become stronger, calmer, more focused, and more resilient.”

Dineen said one of her favourite sayings is “what you focus on grows.”

“So as I remind our students to do on the mat I also try: focus on what I believe in and on the people right in front of me — me clients and my team, not the ones I think I should be attracting,” she said.

“I intentionally don’t follow other similar fitness businesses. Not because I don’t respect them or find inspiration in their work, but because for me this is the quickest way to start playing the comparison game and then it can be easy to lose sight of what makes bhy distinct.

“And honestly, practice what you preach. If you’re asking people to bring discipline, consistency, patience, and heart to their practice, you have to show up with the same. Integrity is felt. Your energy sets the tone.”

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Continued stability in Vancouver’s retail sector: Colliers

Mario Toneguzzi

January 26, 2026

The retail sector showed continued stability in the latter half of 2025 with low vacancies that will likely continue trending downwards, according to the Greater Vancouver Retail Report H1 2026 by commercial real estate firm Colliers.

“Continued political tensions with the U.S. has helped to incorporate the “Buy Canadian” movement into the cultural norm with consumer spending affected and tourism into the U.S. down significantly from the previous year,” said the report.

“Projections for the first half of 2026 are giving investors and tenants alike a reason for optimism heading into the summer. One of the largest retail developments in recent memory, the redevelopment of the old Oakridge Mall into the new master planned Oakridge Park mixed-use complex is planned to finish its first phase of construction.

“Shortly thereafter, Vancouver will host seven FIFA World Cup 26 matches over a one-month span, an event expected to draw hundreds of thousands of international visitors and deliver an additional boost to the B.C. economy.”

The report said as of year-end 2025, the Urban Retail Colliers Index Vacancy Rate is 2.99%, up from 2.90% at mid-year 2025. Meanwhile, the Suburban Retail Colliers Index Vacancy Rate is 0.81% up from 0.70% at mid-year 2025. Average monthly retail sales for B.C., reported by Statistics Canada, were up 2.5% year-over-year (YoY) to $9.4B as of October 2025 – showing modest growth in consumer spending but slowing down from 7.1% YoY in May 2025.

“However, with year-end spending, these figures are likely to receive a significant bump. These results are consistent in showing how consumer spending and vacancy rates are stabilizing,” said Colliers.

“The urban street vacancy rate rose slightly by nine basis points, however, this was largely due to a single large vacancy in Yaletown that bumped up the vacancy.

“Without this vacancy, urban street vacancy would have decreased nineteen basis points, to 2.71%, the lowest recorded vacancy since H1 2022.”

• Grocery-anchored shopping centres, continue to be the standard for stability in an already stable asset class. With a sub 1% vacancy rate two years in a row, consumers show a continued desire to shop near their residences with no signs of changing anytime soon.

• Since the summer, the Bank of Canada has cut interest rates by a cumulative 50 bps, to its current rate of 2.25%. The last time interest rates reached this low was in June 2022. With the inflation rate hovering around 2%, within the BoC target range, these macroeconomic indicators are the ingredients for strong retail growth.

Colliers said the number of Canadian residents returning from the U.S. in August 2025, a peak tourism month, was down 29.7% YoY, whereas the number of US residents visiting Canada declined 1.4% YoY according to Statistics Canada Tourism Statistics. Most notably in August 2025, there was a 29.7% YoY reduction in Canadian residents returning from the Unted States, which was a driving force for a 21.5% overall reduction in Canadians returning from international travel in that same period, showing further evidence of Canadians staying in Canada during vacation months.

Sherman Scott, VP, Vancouver Retail Brokerage, Colliers, said many factors are contributing to Vancouver’s retail stability in 2026.

“We still haven’t caught up from years of population growth. Retail projects in Vancouver are typically mixed‑use in nature, and with demand slowing for other asset classes such as office and residential, retail supply is also slowing. The redevelopment of older malls like Oakridge and The Amazing Brentwood has opened up opportunities that were not there before,” he said.

“The HBC closure has also created opportunities that did not previously exist. Transit‑oriented development is supporting retailers seeking space near SkyTrain stations. There has been a resurgence of in‑person shopping. Service and experiential retail continues to remain in high demand.”

Scott said Buy Canadian and shifting travel patterns have accelerated the expansion of local brands such as grocery stores and drug stores. Retail leasing is particularly strong in grocery‑anchored shopping centres and neighbourhood plazas.

“Oakridge Park and FIFA 2026 will once again put Vancouver on the world stage. There will be high demand for short‑term pop‑up retail during FIFA,” he said.

“Recession‑proof retail formats such as grocery stores and drug stores are best positioned in the year ahead.”

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Gentle Fawn leans on longevity over trends as Vancouver fashion brand marks more than two decades

Mario Toneguzzi

January 26, 2026

Vancouver-based fashion brand Gentle Fawn is doubling down on longevity, fit and disciplined growth as it navigates a changing retail landscape more than two decades after its founding, according to co-founder and CEO Carla Hogg.

Founded in 2003, Gentle Fawn has grown into a North American wholesale and direct-to-consumer business with roughly 600 retail partners split evenly between Canada and the United States, while its own e-commerce site has become its largest single sales channel.

“We don’t really focus on trends,” Carla said in an interview. “We focus on longevity and fit. That is what we’re known for.”

From wholesale roots to digital scale

Gentle Fawn began long before e-commerce was a viable option for emerging fashion brands. At the time, operating an online store was widely seen as competing directly with wholesale customers, Carla said.

“Back then there wasn’t e-commerce,” she said. “Having a web store was competing with your wholesale retailers at that time, so that was kind of a no-no back then.”

That approach has since shifted. While the company continues to rely heavily on independent boutiques and chain retailers, its online store is now its biggest retailer by volume. Still, Carla emphasized that wholesale remains central to the company’s business model.

The brand currently sells through about 600 retailers across North America, including Canadian chains such as The Latest Scoop, as well as many fashion specialty boutiques.

“These are the best fashion specialty boutiques in every city and small town,” she said. “That’s who we’re selling to.”

Founders shaped by fashion and design

Gentle Fawn was co-founded by Carla and Danny Hogg, who serves as founder and creative director. The company’s origins were shaped by the pair’s shared interest in mid-century modern design and their complementary professional backgrounds.

As the two began working together, Carla said she struggled to find apparel that bridged the gap between action-sports-inspired lifestyle clothing and fashion-forward design.

“I wanted more fashionable stuff,” she said. “I didn’t want to dress like my boyfriend.”

That gap became the foundation for Gentle Fawn, which positioned itself between casual lifestyle wear and contemporary fashion, a space the company continues to occupy today.

A brand name rooted in design

The Gentle Fawn name itself reflects the founders’ design-first mindset. While shopping in an antique store, the pair discovered a small ceramic fawn that would later become the brand’s original icon.

They initially wanted to name the company simply Fawn, but trademark constraints made that impossible. “You can’t trademark a colour, and fawn is a colour,” Carla said.

Danny, who has a background in graphics, developed the Gentle Fawn name and an original logo inspired by mid-century modern aesthetics, including arched lettering and a Palm Springs-era look from the 1960s.

“That’s where the name came from,” she said.

Brick-and-mortar remains under consideration

Despite the brand’s growth, Gentle Fawn does not operate its own physical storefronts. Carla said the company has discussed and debated the idea internally but remains cautious.

“There’s a lot to consider when it comes to brick and mortar,” she said. “It’s a different business than wholesale and than e-commerce.”

While a standalone retail presence could help build brand awareness, she noted that operating physical stores would require a different operational focus and risk profile, something the company continues to weigh carefully.

Product strategy built around balance

Gentle Fawn releases nine product drops per year, balancing core basics with new designs intended to keep customers engaged without overextending the brand.

The company’s core products are designed to provide consistency for returning customers, while seasonal updates add what Carla described as “freshness” to the collection.

“Our basics are what our customer comes to us for,” she said. “They know them and they love them.”

That balance has become increasingly important as the brand manages both wholesale and direct-to-consumer channels, ensuring newness without alienating long-time retail partners or shoppers.

Leadership and recognition

Carla, who describes herself as “more of the face of the company,” oversees the business as co-founder and CEO, while Danny leads creative direction. Day-to-day coordination across the organization is shared among the leadership team.

Looking ahead

As Gentle Fawn moves through its 23rd year in business, Carla said the focus remains on disciplined growth, strong wholesale relationships and maintaining a clear brand identity in a crowded fashion market.

“There are lots of things coming up,” she said, pointing to upcoming collections while stopping short of detailing specific expansion plans.

For now, the company’s strategy remains rooted in the same principles that shaped its founding: careful design, long-term thinking and a measured approach to change in an industry known for rapid shifts.

“We’re partnering once again with the Jilly Box for their Spring box, which will feature our Starling Skirt. It’s a chic, elegant, and highly wearable style, finished with a flocked polka dot and offered in two colour ways , soft blush and cream. The Jilly Box has been a strong retail partner for us over the years and is currently our largest account across Canada. I’ll be doing an Instagram takeover with Jillian Harris’s audience this week, and the box is scheduled to ship in February,” she said.

“In addition, we’re launching the second drop of our Spring campaign, Blue Skies Ahead, Volume II, which signals that spring is on the horizon. The collection is inspired by coastal living, with airy fabrics, gentle movement, and a palette drawn from sea and sky, designed to feel effortless and refined for everyday wear.”

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Graydon Skincare navigates a changing Canadian beauty landscape

Mario Toneguzzi

January 26, 2026

Graydon Moffat

Over the past decade, Toronto-based Graydon Skincare has navigated a rapidly evolving Canadian beauty retail landscape, from the rise and saturation of clean beauty to shifts in DTC and wholesale strategy, and today’s more value-conscious consumer.

Graydon Moffat founded the brand 10 years ago in March as an independent, plant-powered skincare brand known for its nutrient-rich formulations and thoughtful approach to skin health.

As the brand enters its next chapter, its focus remains on future-proofing the business while staying true to its original values, including:

Thoughtful updates to hero formulas to better support sensitive skin and barrier health
100% vegan and cruelty-free formulations with a strong emphasis on transparency
Sustainable innovation across packaging, sourcing, and production
Clinically informed formulations designed to be effective yet gentle

Moffat said a few moments truly defined the company’s trajectory at Graydon Skincare over the past decade.

“The first one was our community origin. The brand didn’t start in a lab, rather it started in my kitchen. I was a vegan chef and yoga instructor mixing up superfood-based skincare for friends and students. That early, community-rooted approach taught me something fundamental: skincare that nourishes, feels good, and responds to the needs of their skin resonates first with real people before it resonates as a category trend,” said Moffat.

“Secondly, expanding from direct-to-consumer into meaningful retail placements, like our partnerships with Canadian, value-based brick and mortars, was a big step. It showed that there was demand beyond our digital community and that mainstream retail could support a purpose-driven brand without compromising values. Some of our current retail partners include: The Detox Market, Healthy Planet, and Shoppers Drug Mart.”

Early assumptions:

Right: “We believed that people were hungry (literally and figuratively) for products that feel clean, transparent, and rooted in wellness rather than hype. That has only become more important as consumers get savvier.”
Wrong: “At first, we thought “clean beauty” alone was enough to differentiate us. What we’ve learned is that clean has become table stakes. Today it’s intentionality (clinically informed, genuinely sustainable, age-positive) that sets brands apart.”

Moffat said clean beauty is no longer a niche, it’s expected.

“What started as a differentiator has become a baseline, which means the way we earn trust has shifted,” she said.

“Today, consumers are less impressed by “clean” stickers and more interested in why a brand does what it does. They want transparency, science and real evidence shared with them in an authentic way. It’s about impact, not just marketing. We lean into education through content and ingredient breakdowns, so people feel confident about what they’re putting on their skin. I also like to show up in our marketing presence as not only the founder but as a woman in her 60s who brings her authentic experience to skincare.

“As a brand, we’re rooted in authenticity, age-positive positioning, and approachable education. We create products that are gentle, feel great, perform well, and align with people’s values, all while being suitable for our core audience of those with sensitive, hormonal, and aging skin. Clean beauty was the beginning; mindful, purpose-driven skincare made for skin that changes through every stage of life is how we meet our customers where they’re at, with products that respond to their skin needs.”

Moffat said the brand is very intentional about its manufacturing and formulation, which means that they’re picky.

“We don’t make products to chase skincare trends or latch on to buzzwords. We make sure everything we do is in alignment with the needs of our audience, the core values we carry as a business, and is a natural expansion of our product line to fill a gap or provide an option that isn’t already available within our line. For example, that’s why our most recent launch, Hydratone, is an exfoliating essence for sensitive skin. It filled a gap in our line but was still intentionally designed for our core audience,” she said.

Transparency builds trust: “In a crowded category, full ingredient transparency and education isn’t just nice, it’s a differentiator. It invites consumers in and empowers them to make informed choices. That kind of trust creates loyal customers, and loyal customers scale organically. If you ever wanted to know about one of the ingredients in a product of ours, we likely already have a full article on the ingredient with information from scientific sources, shared in a way that’s still easy to understand.”

Canadian manufacturing: “Making products close to home in Ontario means higher production standards, closer working relationships with our manufacturers, a smaller carbon footprint, and more control over quality. There’s a cost to that, but it protects our brand integrity and keeps us closer to supply chain partners who share our values. The lab that we produce most of our formulas with is also a place I’m proud to intentionally partner with because like us, they’re a local, women-founded and run business. Our fulfillment center is also local.”

Biotech-informed formulations: Partnering with innovators like C16: “Biosciences to incorporate advanced, sustainable actives like torula oil shows our commitment to effective sustainability. It’s not enough for an ingredient to be effective if it’s not good for the environment. It’s the same vice versa—sustainability must go hand in hand with performance. Torula oil is an example of an ingredient that sits at the intersection of both, and acts as a guide for future biotech innovation we plan on exploring.

In a value-conscious market, premium positioning means we must balance efficacy with affordability and that’s where waterless formulations, multifunctional products, and streamlined SKUs help us keep pricing accessible without compromising integrity, said Moffat.

Graydon Moffat

Moffat said the company’s go-to-market approach has always been responsive rather than rigid.

“Direct-to-consumer was essential in building our community and understanding our customers deeply, what they loved, what worked, what didn’t, and how they felt about their changing skin as they aged,” she said.

“Demand for physical touchpoints where customers could see and feel products became clear. Retail partnerships with places like The Detox Market, as well as participating in things like the Jilly Box expanded awareness, introduced new customers to the brand, and eventually strengthened DTC demand as well.

“People weren’t just buying products; they were seeking guidance, education, and a positive narrative around aging. That influenced how we communicate about our products. It’s not enough to have the right ingredients, scent and texture, though those are essential too. There also must be a why behind every product. For us, our why is that a person who is getting older and experiencing skin changes become more cautious about the products they use. Our why is being able to meet these skin needs with effective products that truly comfort and nourish the skin in a way that benefits the skin and makes the person using it feel good.

“The common thread? Everywhere we sell, we want the experience to feel personal, informative, and confidence-boosting.”

Entering its second decade means being thoughtful, not just prolific, explained Moffat.

“We pursue innovation that aligns with our values – sustainable biotech actives, smarter formulations, and ingredient solutions that genuinely benefit skin health. It’s not innovation for innovation’s sake, but innovation that improves skin resilience, comfort, and function,” she said.

“We resist the temptation to launch products that don’t fit our core mission. Instead, we refine and elevate what’s already working. Think multifunctional products that simplify routines and support sensitive, aging skin without overwhelming people with choices.

“We celebrate skin as a reflection of life, not something to “correct.” That mindset guides everything from how we name products to how we talk about results. Our promise isn’t to “take years off” it’s to make the years ahead the best yet for our community.”

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Retail Crime Is a Community Safety Issue. And Canada Is Coming Together to Respond

Retail Insider

January 26, 2026

Retail crime is no longer a retail-only problem. It touches community safety, employee wellbeing, economic stability, and public confidence. When retail becomes unsafe, the ripple effects extend far beyond the store—into neighbourhoods, workplaces, and the everyday sense of security Canadians rely on.

This is the context that makes RCC Retail Secure so important. On March 12, 2026, with pre-conference workshops on March 11, 2026, retail leaders, law enforcement, government, and industry partners will come together for Canada’s national forum on retail safety leadership. It is a space designed not just to talk about collaboration, but to strengthen how it actually works in practice.

At the heart of the conference is the idea of trusted collaboration. Because the greatest challenge facing retail safety today is not willingness to work together. It is clarity. What can be shared? What must remain protected? How do organizations collaborate without compromising privacy, investigations, or corporate integrity?

These questions define modern retail safety leadership, and they sit at the core of RCC Retail Secure’s 2026 conference agenda.

The mainstage speakers bring the experience needed to navigate this complexity. Pamela Barnum, TEDx speaker and former undercover officer, explores how communication and influence build trust. Amik Cardinal (CBSA) examines how enforcement, legislation, and cross-border action disrupt organized retail crime. Dean Henrico (Loblaw) shares how technology and operational strategy are transforming loss prevention. Harjot Sahota (London Drugs) and Matt Hall (lululemon) bring frontline insight into what strong retailer–law enforcement partnerships truly look like.

New this year, the March 11 workshops turn collaboration into capability, focusing on:

Building collaboration frameworks with law enforcement and government
Sharing information responsibly while protecting privacy and corporate integrity
Disrupting organized retail crime through coordinated response models
Strengthening internal communication and escalation processes

Retail Secure also honours leadership through the Retail Secure Legends Awards, recognizing established leaders, emerging innovators, and front-line professionals whose work protects our communities. Nominations close February 6, 2026.

For those shaping safety strategy in 2026, this is where national leadership, practical insight, and trusted collaboration come together.

Explore the full agenda:
https://rccretailsecure.ca/agenda/

Tickets, nominations, and details:
https://rccretailsecure.ca

Trump tariff threat could be “massive blow” to Canadian economy

Mario Toneguzzi

January 24, 2026

image - 2025-02-14T002741.693 — US President Donald Trump. Photo: Slate.com

U.S. President Donald Trump’s latest threat of a 100 per cent tariff for Canadian goods has many businesses in Canada worried about what the future will hold.

“Clearly, the latest tariff threats from the US are an unhelpful development for Canada and Canadian retailers. Any threat to our economy can cause consumers and businesses to pause spending and decisions. But, we need to keep our heads about us and focus on what we can control,” said Dan Kelly, President and CEO of the Canadian Federation of Independent Business.

“As we’ve seen this past week, the US can threaten its trading partners one day and take threats away only a few days later. Canadians, and the world community, are getting used to this approach and it isn’t causing the dramatic economic swings it did in earlier months. CFIB’s business optimism numbers rose in December and January and I believe this shows that we are getting used to the incredible level of uncertainty we are facing on the trade front.

“Obviously, a 100% tariff would be a massive blow to the Canadian economy, but these aggressive announcements seldom materialize. The best thing we can all do as consumers is continue to support Canadian made goods purchased from Canadian retailers.”

U.S. President Donald Trump's social media post — U.S. President Donald Trump’s social media post

“If the Trump administration imposes 100% tariffs on all Canadian imports into the U.S. for a prolonged period, it would have a major negative impact on this country’s retail industry,” said Bruce Winder, a retail analyst and author.

“Virtually all industries that rely on the US for export would be significantly impacted. Steel, aluminum, automotive & many others. About 2/3 of Canada’s exports currently go to the U.S.

“This would cause sizeable layoffs which would drastically reduce retail spending. This reduction in retail spending would put huge pressure on retailers doing business here and large staff reductions would follow, creating a doom loop further reducing retail spending.

“However, U.S. importers & consumers would face accelerated inflation which would slow their economy & increase unemployment.”

George Minakakis, Founder and CEO of Inception Retail Group, said we should not be surprised by this threat; if anything, he is surprised it took this long.

“There are a number of fundamental issues here that directly affect consumers and businesses across Canada. First, a threat of 100% tariffs sends a clear message: that Canada is not viewed as a sovereign nation free to trade with whomever it chooses. This is not a trade disagreement; this is an attempt to dictate economic alignment through pressure rather than partnership,” he said.

“Second, we should not forget the original motivation behind this rhetoric. It was never simply about trade balance. The underlying objective was to extract economic activity from Canada and relocate jobs, investment, and production to the United States. What began as economic pressure has now metastasized into coercive tactics. Tariffs of this magnitude do not strengthen economies; they distort them. Roughly 75% of Canada’s exports go to the United States, and about 20–25% of Canada’s exports are consumer, and retail-oriented goods, a meaningful portion. Any disruption reduces demand, weakens integrated supply chains, and puts direct pressure on Canadian jobs, particularly in retail, manufacturing, and logistics. Not to forget that 100% tariffs on Canada is more inflation to the US consumer!

“Canada must approach this moment calmly but clearly. Economic resilience requires diversification, competitiveness, and the ability to make decisions in our national interest, without being coerced. Strong partnerships are built on mutual respect, not ultimatums. But let’s not be naïve about this, we cannot continue to trade under these circumstances. Canada’s Prime Minister is correct, the old-world order no longer exists. Retailers will have a challenging time if these tariffs are implemented, as consumers will retreat toward economic survival, and that means that their search for value will accelerate, and discretionary spending will slow.

“Therefore, it is important that provinces and municipalities unite in their resolve to protect Canada. The impacts of these decisions are felt first by communities: through jobs, affordability, and economic stability. Planning for these risks is no longer optional; it is responsible leadership. Canada needs to prepare economically. We are not a 51st state. We have a Prime Minister, not a Governor. Forty-one million Canadians have a voice and the economic power to defend our independence, not with anger, but with choice. Support Canada.”

Gary Newbury, supply chain expert and founder of RetailAID, said: “At this stage, the primary risk is not Canadian imports facing immediate tariffs (unless the Canadian admnstration decided to retaliate to which there is little to suggest they would currently), but Canadian exports to the United States and the knock-on effects that would flow back into the domestic retail economy. A 100 per cent tariff on Canadian goods entering the US would directly hit Canadian manufacturers and processors that rely on the US as their primary end market. Many of these firms operate inside deeply integrated North American supply chains.

“In practical terms, this often means raw materials or semi-finished components produced in Canada are shipped to the US for processing or assembly and then re-imported into Canada as finished goods. A tariff at this level would sharply increase costs and break long established cost, sourcing and processing models. For retailers, exposure would vary significantly based on how products and components are sourced and where value is added.

Gary Newbury

“Retailers anchored in genuinely Canadian-made products, where most of the cost, labour, and value are created domestically, would be far less exposed. In contrast, products dependent on cross-border processing would carry the bulk of the tariff risk, with cost inflation filtering back through supplier pricing, contract renegotiations, and product availability.

“The immediate economic impact would likely be a rapid pullback in demand. As exporters lose competitiveness and order volumes decline, production would slow quickly. That contraction would spill into employment, with layoffs accelerating the longer such a policy remained in place. Reduced household income and confidence would then feed directly into weaker retail demand across both discretionary and essential categories.

“Finally, this scenario would raise serious questions about the effectiveness of CUSMA. Currently, roughly 80 to 90 percent of goods traded across the Canada US border move tariff free. A move of this magnitude would undermine the stability CUSMA was designed to provide and force retailers and suppliers to reassess long term North American trade assumptions.”

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From the Desk: Navigating Retail Expansion and Consumer Caution in Early 2026

Craig Patterson

January 23, 2026

As we settle into 2026, the Canadian retail landscape reveals a complex interplay between strategic expansion and cautious consumer behaviour. This week’s news highlights retailers bolstering their physical and experiential footprints while economic uncertainties temper consumer spending and confidence. From luxury watch boutiques to evolving digital experiences and emerging wellness concepts, industry players are actively adapting to meet shifting consumer demands.

Among the notable themes are the ongoing efforts to revitalise retail real estate through innovative leasing and redevelopment strategies, as well as the rising integration of technology, especially AI, in both operations and consumer interactions. These developments come against the backdrop of persistent inflationary pressures and heightened sensitivity to pricing, which continue to shape retail sales and customer experiences. Moreover, January’s mid-month period reminds us to keep an eye on event-driven retail and community initiatives that can drive foot traffic during winter months.

This week also coincides with post-holiday season reflections and planning ahead for Valentine’s Day, marking a pivotal moment for retailers to recalibrate marketing, inventory, and staffing strategies in response to evolving consumer patterns and economic signals.

Retailer News

Swiss watchmaker Tissot’s launch of its first standalone boutique in Canada at the Montreal Eaton Centre underscores a strategic push towards premium, experience-driven urban retail environments. Offering personalised service and exclusive product access, Tissot’s move from wholesale to direct consumer engagement exemplifies how heritage brands increasingly prioritise immersive retail settings amid competitive North American markets.

Meanwhile, Galerie de Bellefeuille is eyeing broader North American reach with openings in New York’s Midtown and Miami’s Wynwood Art District, enhancing cross-border cultural and retail dynamics, as detailed in its expansion report here. This strategic entry into key U.S. art hubs reflects how retailers aligned with cultural assets can create distinct destination experiences, benefiting landlords and tenants focused on upscale, lifestyle-driven shopping.

On a larger scale, Zellers is energizing its Canadian comeback by planning national growth following a successful debut at Edmonton’s Londonderry Mall, as discussed in the article covering this revival. Emphasizing curated assortments and operational sustainability, Zellers’ phased approach reflects a pragmatic response to evolving department store voids and aligns with landlords’ interests in repurposing anchor spaces amid marketplace shifts.

Retailer Financials / Trends / Reports

According to Statistics Canada, retail sales experienced a 1.3% uptick in November, buoyed by food and beverage sectors recovering from past labour disruptions. Yet economists warn of volatility and a potential December decline, signalling retailers and real estate investors should approach demand projections cautiously in this uncertain climate.

The WOW Digital 2026 study further highlights the rising prominence of online retail channels, with consumer preference rewarding retailers providing dependable, user-friendly digital experiences. This transitioning digital landscape challenges traditional brick-and-mortar formats, pushing retailers to consider hybrid strategies that enhance customer engagement while managing operational costs.

Consumer sentiment reports such as the Bank of Canada survey reveal continued caution among Canadians facing job security fears and inflationary pressures, dampening spending plans. This consumer prudence, coupled with rising prices documented in the Statistics Canada inflation report, creates a challenging backdrop that necessitates nimble retail strategies and reinforces the importance of value-driven offerings.

Retailer People News

Leadership shifts are shaping retail brand trajectories, illustrated by EQ3’s appointment of Jim Hunt as President to steer profitability and growth, as covered in the announcement here. Hunt’s long tenure underscores the value of experienced leadership focused on sustainable brand evolution in home furnishings retail.

Michael Kehoe’s insights into Canada’s retail shakeup highlighted in this video remind stakeholders of the critical transformation underway as traditional department store models decline and mall spaces undergo reinvention. His commentary points to opportunities amid disruption, illustrating the importance of flexibility in retail real estate management and leasing approaches.

On the regulatory front, new Ontario job posting regulations effective from January 1 are reshaping retail hiring landscapes by enforcing pay transparency and fair recruitment practices, as detailed in the article covering these rules. This evolution demands retailer agility in human resource management and may influence employer branding and labour market competition.

Retailer Op-Eds

Sylvain Charlebois’s analysis of Canada’s food inflation provides a sobering view on structural challenges driving the highest food price increases among G7 peers. The piece argues that policy and supply chain inefficiencies, rather than retailer profiteering, primarily fuel these pressures—an important perspective for retail and real estate professionals navigating consumer affordability and cost planning.

This op-ed contextualizes the broader economic environment influencing consumer behaviour and operational costs, reinforcing findings from recent retail data on spending caution and price sensitivity. It’s a call to action for industry leaders to work collaboratively in addressing systemic issues impacting retail ecosystems.

Such thought leadership underscores the intertwined nature of policy, consumer trends, and retail strategies, highlighting the need for informed, proactive responses to drive resiliency and innovation across the sector.

Editor’s Take

This week’s retail digest underscores a market at a pivotal juncture — while expansion and experiential innovation are in full swing, consumer caution and economic headwinds persist. The launch of Tissot’s boutique and Galerie de Bellefeuille’s U.S. growth demonstrate confident brand investments in destination retail and cultural engagement. Yet Statistics Canada’s sales data and the Bank of Canada survey reveal consumers remain cautious, balancing budgets amid inflation and uncertainty.

Adapting to this environment requires operational agility and a keen focus on integrating technology such as AI, as highlighted by the WOW Digital study and consumer openness to automated shopping. Meanwhile, evolving workplace regulations in Ontario will reshape recruitment competitiveness, linking workforce considerations tightly to retail success.

Finally, the op-ed on food inflation reminds us that retailers must navigate not only market forces but structural challenges beyond their immediate control. Strategic collaboration between retailers, landlords, policymakers, and communities will be paramount in building a resilient, consumer-responsive retail environment for 2026 and beyond.

This Week’s Articles

News From Around the Web

IKEA Canada returns to Interior Design Show with immersive kitchen showcase and exclusive product preview (Photos)

Mario Toneguzzi

January 23, 2026

IKEA Canada Limited Partnership-IKEA Canada Returns to Interior — IKEA Canada Returns to Interior Design Show with Immersive Kitchen Showcase and Exclusive Product Preview (CNW Group/IKEA Canada Limited Partnership)

IKEA Canada says it is making a bold return to the Interior Design Show (IDS) in Toronto, Canada’s premier design event attracting over 33,000 visitors. This return reflects its commitment to better living through smart, affordable design solutions for Canadian homes, said the retailer.

“IDS is Canada’s leading design event, and it’s the perfect stage for IKEA to showcase our commitment to kitchens–the heart of the home,” said Rob Kelly, Chief Commercial Officer, IKEA Canada.

“Kitchens are a key growth area for us as they represent where life happens–where families gather, meals are shared, and memories are made. Our presence at IDS reinforces our ambition to make a better everyday life for the many Canadians in their kitchens through smart storage solutions that are functional, high quality and affordable.”

At IDS, the retailer said it will unveil a 600-square-foot booth centred around the theme of Cooking & Eating that celebrates the kitchen as the heart of the home and showcases the retailer’s leadership in design, quality, and affordability. The immersive space features a main kitchen highlighting SEKTION’s flexibility and style, a hidden prep kitchen for behind-the-scenes functionality, a walk-in pantry for smart storage and organization, and a dining area with a beverage workstation that brings people together. This thoughtfully designed booth demonstrates how the company combines beautiful design with practical solutions for real Canadian homes, addressing everyday challenges like waste sorting, organization, and maximizing space.

“Our IDS booth reflects what we hear in real Canadian homes,” said EJ Middelhoven, Head of Home Furnishing & Retail Design, IKEA Canada. “People want smart storage, clutter‑free countertops, and the kind of pantry they’ve always dreamed of. Our SEKTION kitchen system delivers this through flexible, beautifully designed solutions that make everyday life easier–and keep great design affordable for the many.”

IKEA Canada Returns to Interior Design Show with Immersive Kitchen Showcase and Exclusive Product Preview (CNW Group/IKEA Canada Limited Partnership)

What to Expect at IDS 2026

Exclusive Preview: TERRSJÖ, a new textured kitchen door style debuting April 2026
Immersive Kitchen Experience: A 600 sq. ft. showcase featuring SEKTION, one of Canada’s most trusted and flexible kitchen systems
Special Offer: IKEA Family members receive an exclusive discount coupon during the event when they visit the booth

Event Details:
Interior Design Show (IDS) Toronto
January 22-25, 2026
Metro Toronto Convention Centre

For more information, visit IKEA.ca/IDSToronto

More from Retail Insider:

Tissot Opens First Canadian Boutique at Montreal Eaton Centre

Craig Patterson

January 23, 2026

Tissot Mtl_Brugger-1 — Tissot at Montreal Eaton Centre. Photo supplied

Swiss watchmaker Tissot has officially entered the Canadian mono-brand retail market with the opening of its first standalone boutique, located inside the Montreal Eaton Centre. The opening represents a notable milestone in the brand’s North American expansion and introduces a fully immersive brand environment to Canadian consumers for the first time.

The Montreal location places Tissot in one of the country’s most active pedestrian retail corridors, positioning the brand within a high-visibility downtown setting that serves both local shoppers and visitors. For Tissot, the opening reflects a shift toward deeper market engagement through branded retail, complementing its long-standing wholesale presence in Canada.

The approximately 650-square-foot boutique has been designed to deliver a focused yet elevated retail experience. A contemporary layout showcases the brand’s core collections, supported by a vaulted display concept that emphasizes individual timepieces and reinforces Tissot’s visual identity.

The store also incorporates an interactive hologram presentation, adding a digital storytelling element that aligns with the brand’s emphasis on innovation. A dedicated L’Atelier service area provides on-site watch repair, maintenance, and restoration, positioning the boutique as both a retail destination and a long-term service hub.

Customers are guided through the assortment by trained Tissot Ambassadors, offering personalized service and detailed product knowledge. The boutique will also serve as a priority access point for new launches and special editions, including the Tissot Limited Edition RockWatch, the Tissot PRX UFO Robot Grendizer 50th Anniversary edition, the Tissot NBA Supersport Chrono, the Tissot PRC100 Solar, Tissot MotoGP models, and the full Tissot PRX collection.

Tissot at Montreal Eaton Centre. Photo supplied

Montreal as a Strategic First Step

Tissot cited Montreal’s cultural alignment with the brand as a key factor in selecting the city for its first Canadian boutique. Founded in Le Locle, Switzerland, the brand points to shared French roots and Montreal’s strong Francophone identity as a natural fit for its initial standalone store in Canada.

The boutique has been designed to reflect Tissot’s heritage while delivering a modern retail experience, reinforcing what the company describes as a gold-standard brand environment. By choosing a prominent downtown Montreal location, Tissot is clearly prioritizing visibility, cultural relevance, and experiential engagement as it deepens its Canadian presence.

Strengthening the Brand’s North American Retail Strategy

The opening marks an important evolution in Tissot’s North American strategy, which increasingly blends wholesale distribution with branded retail. While the brand has long been available through authorized jewelers across Canada, the Montreal boutique allows Tissot to present its collections within a fully controlled brand setting.

“Launching our ﬁrst Canadian boutique in Montreal is a meaningful milestone for Tissot,” says Rick Ostrom, Managing Director of Tissot Canada. “It marks the beginning of a deeper connection with Canadian customers and an opportunity to bring our collections and innovations to life through a dedicated brand environment that reﬂects the full Tissot experience.”

Tissot’s Position in the Global Watch Market

Founded in 1853, Tissot operates in the accessible luxury segment of Swiss watchmaking, balancing traditional manufacturing with broad global reach. The brand produces Swiss-made mechanical and quartz watches that appeal to both first-time buyers and experienced collectors, offering a wide range of styles and price points.

Tissot is part of the Swatch Group, the world’s largest watch producer and distributor, providing the brand with extensive industrial capacity and distribution support. Over its history, Tissot has been associated with a number of technical milestones, including early mass-produced pocket watches, dual-time models, and pioneering anti-magnetic wristwatches in the early twentieth century.

Its current portfolio spans classic dress watches, sport and diver-inspired models, and technology-forward collections such as T-Touch, which incorporates touch-sensitive sapphire crystals and multifunction features. Across its assortment, the brand emphasizes Swiss-made construction, industrialized quality, and modern materials.

Boutiques as Brand Anchors

Globally, Tissot sells through a large network of authorized retailers alongside official e-commerce platforms and a growing number of branded boutiques. These standalone locations function as experiential anchors, allowing the brand to communicate its full identity through consistent design, storytelling, and service.

Recent international boutiques have opened in destinations such as Interlaken and Zurich, joining a broader network that includes cities like Paris, Osaka, and Rome. The Montreal boutique follows this model, serving as a flagship-style presence within a market historically dominated by wholesale distribution.

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Retailer News

Retailer Financials / Trends / Reports

Retailer People News

Retailer Op-Eds

Editor’s Take

This Week’s Articles

Retailer News

Retailer Financials / Trends / Reports

Retailer People News

Retailer Op-Eds

News From Around the Web

IKEA Canada returns to Interior Design Show with immersive kitchen showcase and exclusive product preview (Photos)

Tissot Opens First Canadian Boutique at Montreal Eaton Centre

Montreal as a Strategic First Step

Strengthening the Brand’s North American Retail Strategy

Tissot’s Position in the Global Watch Market

Boutiques as Brand Anchors

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