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Tahini’s targets 30 new restaurants as social media drives franchise growth

By
Mario Toneguzzi
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Tahini's photo
Tahini's photo

Toronto-based Tahini’s plans to open 30 new restaurants across Canada and the United States over the next two years, as the Mediterranean fusion chain looks to expand its franchise network and convert its social media following into business growth.

The restaurant brand, which has more than three million YouTube subscribers and over two billion video views, says some prospective franchisees have discovered the business through its online content, including Toronto franchisee Juliet Noronha, who was introduced to the brand by her son.

“My son was a huge fan of Tahini’s videos, so he was actually the one who introduced me to the brand,” said Noronha, Tahini’s franchisee in Toronto, with partner, Saurav Kaushal.

“He really wanted to try the shawarma, so when we saw a Tahini’s restaurant, he begged me to go in. We loved the food! I was already looking for a business and could see that this was an up-and-coming brand with a strong connection to the younger generation. The kids look at Aly, who is in the videos, like he’s a celebrity!”

The company’s expansion plans come as it continues to add locations in Canada and prepare for further growth in the U.S. Eight restaurants have opened in 2026, including the chain’s first locations in Vancouver and Winnipeg. Two more U.S. restaurants, in Chicago and New Jersey, are planned to open before the end of the year.

Social media and franchise expansion

Tahini’s has built an online audience through food and restaurant videos aimed at younger consumers. The company says that following has helped introduce the brand to potential customers and franchise operators, with some younger fans encouraging their families to visit its restaurants.

Aly Hamam
Aly Hamam
Aly Hamam and fan
Aly Hamam and fan

Aly Hamam, Co-Founder and Chief Marketing Officer at Tahini’s, said the company sees its social media presence as a way to develop relationships with customers before they visit a restaurant.

“It’s amazing to see how social media can create that connection with a customer before they’ve ever walked through the door,” said Hamam. “For us, it’s not just about building an audience; it’s about building a community around the brand. We’re seeing that community translate into real business growth. Our approach is simple: put the guest first, support the franchisee, and when those two things are working, the business succeeds.”

Tahini’s currently has 76 restaurants and 70 franchisees, according to the company. Its expansion strategy includes recruiting franchisees and working with them to establish new locations, while providing operational support during the development process.

For Noronha, the decision to become a franchisee followed her family’s introduction to the brand and subsequent discussions with its leadership.

“When I met with Aly and Omar, Tahini’s CEO, I could tell how invested they are in the brand, food and community,” added Noronha. “The support I get from corporate, combined with the dedication of my partner and my team, has helped me achieve my dream of being an independent business owner. My son is a teenager now and still tells everyone that becoming a franchisee was because of him!”

Franchisee support and new markets

Tahini’s says its franchise development process begins with the operator, with the company then helping identify an appropriate location, establish a supply chain, provide training and support the restaurant’s build-out.

The planned additions would extend the chain’s presence in Canada and the United States as it seeks to reach its target of 30 new restaurants over the next two years. The company has not provided a breakdown of how many of the planned openings would be in each country.

Hamam said the company is looking for franchisees interested in establishing the brand in their local communities, with an emphasis on customer experience and operator support.

“Our mission is to serve unforgettable Mediterranean fusion experiences that bring love, laughter and community around every table,” added Hamam. “We’re looking for franchisees, like Juliet, who want to bring that same spirit to their communities.”

Founded in 2012, Tahini’s operates restaurants serving Middle Eastern food, including shawarma and bowls. Its company description says it has more than 73 locations across Canada, while its current operating figures put the network at 76 restaurants.

The company’s next phase of growth will focus on adding locations through its franchise model, with further U.S. openings planned before the end of 2026 and a broader expansion target extending into the following two years.

Tahini's photo
Tahini’s photo

In an interview with Retail Insider, Hamam talked about the company’s growth.

Tahini’s plans to open 30 new restaurants across Canada and the United States over the next two years. What markets are you prioritizing, and what factors will determine where new locations are opened?

Our focus is on continuing to strengthen our presence across Canada while accelerating our expansion into the United States. We see significant opportunity to bring Tahini’s Mediterranean fusion concept to new communities, especially in markets where there is strong demand for flavourful food and a growing appetite for diverse dining options.

When evaluating new markets and locations, we consider population growth, local demographics, market demand, competition, real estate opportunities, and the strength of potential franchise partners. We also look at how each new restaurant fits into our broader expansion strategy and establish a strong foundation for future growth.

Our goal is to expand strategically, ensuring that every new location is positioned for long-term success rather than focusing on the number of openings alone.

With 76 restaurants and 70 franchisees, how is Tahini’s preparing its operations, supply chain and franchise support systems to accommodate its planned expansion while maintaining consistency across locations?

As our network grows, building the infrastructure to support our franchise partners is just as important as opening new restaurants. We are focused on continuously strengthening our operational systems, supply chain capabilities, training programs and marketing support to ensure that our franchisees have the tools they need to succeed.

Our supply chain company, Alex Food Service, plays an important role in supporting our growing restaurant network and maintaining consistency in product sourcing and distribution. Alongside this, we continue to develop standardized operating procedures, training resources and marketing programs that help deliver consistent guest experience across locations.

We also recognize that franchise growth requires strong communication and accountability. Our field operations and marketing teams work closely with franchise partners to monitor performance, support local initiatives and ensure brand standards are maintained.

As we expand, our priority is to build systems that allow us to grow efficiently without compromising food quality, service or the overall Tahini’s experience.

Tahini's
Tahini’s

How much of Tahini’s franchise growth can be attributed to its social media presence, and does the company track how online engagement translates into restaurant traffic, sales and franchise inquiries?

Social media has been a significant part of Tahini’s brand-building strategy and has helped introduce us to audiences well beyond the communities where our restaurants operate.

With a substantial following across our social platforms and content reaching millions of views weekly, we have been able to build brand awareness, generate conversations around our menu and establish a strong connection with our guests and audience.

While it is difficult to attribute a specific percentage of franchise growth directly to social media, we view it as an important contributor to our overall growth strategy. Our online presence helps create awareness among potential guests and prospective franchise partners, while viral content can introduce the brand to entirely new markets.

As we continue expanding, there is opportunity to strengthen the connection between digital engagement and restaurant sales/traffic.

What are the financial requirements and support structures for prospective franchisees, and how does Tahini’s assess whether an applicant and a proposed location are well suited to the business?

We look for franchise partners who share our entrepreneurial mindset, understand the importance of operational excellence and are committed to building a strong presence in their communities. While financial qualifications are an important part of the process, we also look at the applicant’s business experience, leadership capabilities, operational involvement and alignment with our brand values.

Our evaluation process considers both the prospective franchisee and the proposed location. We assess factors such as market demand, demographics, accessibility, competition and the location’s potential to support a successful restaurant.

Finding the right combination of partner, market and real estate is essential to building a sustainable business. We support our franchise partners through training, operational guidance, marketing resources, established supply chain infrastructure and ongoing collaboration with our corporate team.

Our objective is to provide franchisees with a proven framework and the support they need to operate effectively, while recognizing that long-term success also depends on their commitment to the business and the local market.

Photo: Tahini's
Photo: Tahini’s

With new locations planned in the United States and recent openings in Vancouver and Winnipeg, how is Tahini’s adapting its menu, marketing and operating strategy to different regional markets, and what are the company’s longer-term ambitions for North American growth?

Our approach is to maintain a recognizable Tahini’s experience while understanding the unique characteristics of each market. Our core menu and brand identity remain consistent, but our marketing strategy, local partnerships and community outreach can be tailored to the audiences we serve in the various markets.

We want every restaurant to feel connected to its community while still delivering the same quality and experience guests expect from Tahini’s.

In newer markets, building awareness is especially important. We support our franchise partners through localized marketing campaigns, social media, grand-opening initiatives and community engagement designed to introduce Tahini’s to new guests.

We also pay attention to local customer preferences and market performance to help inform our approach as the brand grows. Our goal is to establish Tahini’s as a leading Mediterranean fusion brand across.

North America. Expanding in both Canada and the United States gives us the opportunity to reach new audiences, develop strong regional markets and build a broader franchise network.

More from Retail Insider:

Toronto-Based Panda Hub Raises $4 Million to Expand Mobile Car Care Marketplace

By
Mario Toneguzzi
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Panda Hub photo
Panda Hub photo

Toronto-based Panda Hub, a mobile car detailing platform serving Canada and the U.S, has raised $4 million in funding to support technology development through Panda 2.0, expansion into new markets, and entry into new service verticals. 

Matt Tagg, technology entrepreneur and Teraco co-founder, participated in the seed round, following an earlier pre-seed investment from Dillon Brooks, a Canadian NBA player.

Panda Hub is also preparing for its Series A funding.

“Car care is a huge, fragmented market, and booking it still means phone calls, guessing on price and quality, and driving to a shop to wait. We started operating in 2020 and in 2024 evolved into a full marketplace: customers book vetted mobile pros in a few taps, and pros get a steady flow of jobs without spending on marketing,” said CEO Reza Ahmadi.

“Detailing is our entry product, and we’ve grown into car washes, window tint, wraps and more. We also added Panda One, a membership that gives customers member pricing, priority pro selection and monthly credits, which turns one-off bookings into ongoing relationships.”

Reza Ahmadi
Reza Ahmadi
Panda Hub photo
Panda Hub photo

He said the funding will three things: scaling its technology through Panda 2.0, opening new markets, and adding new service verticals. 

“The milestones are launching our new customer app, growing beyond the 20 markets we serve today, and reaching profitable growth ahead of our Series A,” added Ahmadi.

“Panda 2.0 is a rebuild of the platform for scale. For customers, it’s a new app with features like refer-a-friend and easier rebooking. For pros, it’s smarter job distribution so new pros get work from day one, with AI built into our operations and processes. It also lays the foundation for adding new service verticals.”

Ahmadi said the company has grown from six markets in June 2025 to 20 across the U.S. and Canada today, and every new market runs on the same playbook. 

“We look at customer demand, the supply of quality pros, and how quickly a market can reach density. Our goal is 55 markets across North America,” he said.

“Our priorities are deepening every market we’re in, growing Panda One, and expanding into higher-value verticals like paint protection film and ceramic coating, with more services to follow. The ambition is to be the default way North Americans take care of their cars, with the volume of the biggest car care operators in every market, without the capital cost of building locations.”

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Canadian Small Businesses Emphasize Local Identity as Holiday Costs Rise: VistaPrint Survey

By
Mario Toneguzzi
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Amina Filkins photo
Amina Filkins photo

October marks the start of Canadian Small Business Month and VistaPrint, the print and design partner to millions of small businesses, has released new research surveying 500 Canadian small business owners on holiday readiness, marketing plans and the cost pressures shaping their peak season. 

The businesses with the most riding on the holidays are making the clearest bet on their Canadian identity, while still facing real pressure on costs and spending.

Key Findings:

  • Two-thirds (67 per cent) of businesses that earn 21 per cent or more of their annual revenue during the holidays plan to highlight their Canadian identity, compared to a third (33 per cent) of those that don’t rely on holiday sales at all
  • More than half (57 per cent) have already identified their holiday priorities, heading into the season with a plan in place
  • Attracting new customers is the top holiday priority (32 per cent)
  • More than half (51 per cent) name financial pressures, such as risings costs, lower consumer spending and tariffs, as their biggest obstacle
  • Just 22 per cent plan to use print and physical marketing such as signage, flyers and holiday cards, compared to 55 per cent focusing on digital
Dave DeSandre
Dave DeSandre
Andrea Piacquadio photo
Andrea Piacquadio photo

In an interview with Retail Insider, Dave DeSandre, Senior Vice President of North America at VistaPrint, discusses the data, including why the businesses most reliant on holiday sales are leaning hardest into their Canadian identity and how storefronts and hospitality operators can use signage, flyers and holiday cards to bring in new customers.

What does the research tell us about why small businesses that rely most heavily on holiday sales are placing greater emphasis on their Canadian identity this year?

Our research shows a clear link between how much a business relies on the holiday season and how strongly it leans into being Canadian. Nearly half (48 per cent) of small businesses are highlighting their Canadian identity in their holiday marketing this year. That rises to two-thirds (67 per cent) among businesses that generate more than 20 percent of their annual revenue during the holidays.

When holiday sales matter most, businesses look for ways to stand out, and right now being Canadian is a real point of difference. It’s authentic, customers connect with it, and it gives a local business a story that larger competitors can’t easily tell. It’s strongest in retail and hospitality (62 per cent), where the holidays carry the most weight.

This isn’t a passing moment, either. Among businesses already using Canadian identity in their marketing, nearly a third plan to lean in even more this year. For the businesses that need the holidays most, being Canadian has become part of how they compete.

With 51 per cent of small businesses identifying rising costs, lower consumer spending and tariffs as their biggest obstacles, how are these pressures changing their holiday marketing and spending decisions?

There’s no question small businesses are feeling the pressure this year. More than half (51 per cent) point to economic and financial pressure as their biggest obstacle heading into the holidays, with lower consumer spending and trade uncertainty adding to the strain.

What we’re seeing is they’re being more deliberate about how they spend. Rather than spreading their efforts thin, they’re putting their energy and investment where it matters most. 57 per cent have already identified their priorities for the season, and 42 per cent are focused on customer growth or marketing.

We’re also seeing businesses take a harder look at their marketing mix. That means taking stock of the digital tactics that work while adding physical marketing elements to their arsenal this year. The retail and hospitality industries are stand-out examples. These groups cite economic pressure as their top obstacle more than any other sector, yet they’re also the most engaged, with the highest use of both digital and print marketing.

Rising costs are shaping how small businesses plan, but not whether they show up. We think many of these small business owners are heading into the holidays focused on growth rather than caution.

Andrea Piacquadio photo
Andrea Piacquadio photo

Attracting new customers is the top holiday priority for 32 per cent of businesses. What marketing strategies do you believe small businesses should prioritize to reach new customers during the critical holiday shopping period?

According to our research, attracting new customers is the single biggest holiday priority for Canadian small businesses. The challenge is that during the holidays every business is competing for the same attention. The ones that win new customers give people a clear reason to choose them.

That starts with knowing what makes you different and saying it consistently. For many businesses this year, that’s their Canadian identity. From there, it’s about reaching customers in more than one place.

More than half (55 per cent) of small businesses use digital tactics, which are great for building awareness. But people also discover businesses in the real world: walking past a storefront, picking up a flyer at a local café, or finding something in their mailbox. A mix of digital and physical touchpoints, with the same look and message across all of them, makes a business easier to recognize and remember.

Finally, don’t stop at the first sale. A new holiday customer can become a relationship that lasts well into the new year. Make it easy for them to come back, whether that’s an offer for a return visit, a loyalty card or a simple thank-you note in the bag.

Only 22 per cent of businesses plan to use print and physical marketing, compared with 55 per cent focusing on digital. Are small businesses underestimating the potential impact of storefront signage, flyers, holiday cards and other physical marketing?

In many cases, yes. Digital plays an important role, but in a season when everyone’s feeds are crowded, print marketing cuts through in a way that’s hard to replicate online. Everyone who walks by sees a storefront sign, and a flyer or holiday card is something a customer can hold onto and remember you by.

Print use also rises with business size. It nearly doubles from 20 per cent among solo operators to 39 per cent among businesses with 30 to 99 employees. As businesses grow and have more room in their marketing mix, print becomes a crucial component of their marketing strategy.

Still, it’s not a tactic smaller businesses should discount. Print can be one of the most accessible ways to stand out, whether they’re marketing for the first time or adding a channel beyond digital. Standing out this season relies on making impactful choices with your marketing budget top of mind.

We’re excited to play a role and really help these owners find new ways to reach their customers and compete, especially over the holidays, with print marketing.

With 57 per cent of businesses already having identified their holiday priorities, what are the most important steps retailers and other small businesses should be taking now to prepare for the holiday season?

Having priorities in place is a strong start and the businesses with the most riding on the season are the ones getting their marketing ready earliest.

The first step is to decide what makes you different and make it visible everywhere. If you’re Canadian-owned or locally made, say so on your storefront, your packaging and your posts. Second, get your marketing ready before the rush, especially physical materials like packaging, flyers and holiday cards, which need lead time to design and produce. Third, connect your touchpoints so that a customer who sees your post, walks past your window and reaches your till gets the same message and the same experience. And fourth, plan for what comes after the season by building in simple ways to bring new customers back in January.

Despite the pressures, this is shaping up to be a season of momentum, not retreat.

More from Retail Insider:

Daily Synopsis: October 22, 2026

By
Retail Insider
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Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 17 articles we published covering key developments in Canadian retail. Here are a couple highlights with a full list of the day’s articles thereafter.

Kith strengthened its Canadian presence with a 9,000-square-foot storefront at Vancouver’s Oakridge Park, featuring fashion, lifestyle products and an exclusive ice cream concept. The street-facing design complements Oakridge Park’s reputation as a luxury retail and contemporary fashion hub. Montreal-based furniture retailer Cozey doubled its Toronto showroom to 7,200 square feet by adding a second floor, expanding its furnishing range while preparing new stores in Edmonton and New York City to broaden its North American reach.

NAPA Canada achieved 9% sales growth in Q3 2026, driven mainly by its acquisition of Benson Auto Parts amid a market with just 1% organic sales growth. This strategy reflects a broader trend of consolidation in automotive retail to maintain scale during soft demand. Meanwhile, Mine & Yours marked 13 years by expanding its luxury resale business through partnerships with Holt Renfrew in Montréal, Mississauga and Calgary, blending resale with established luxury retail showrooms.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

Kith Opens Second Canadian Storefront at Vancouver’s Oakridge Park

By
Craig Patterson
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Kith store at Oakridge Park in Vancouver. Photo: Kith

New York-based fashion and lifestyle retailer Kith has opened its second Canadian flagship at Oakridge Park in Vancouver, expanding its presence in Canada three years after opening its first location in Toronto’s Yorkville neighbourhood.

The new store spans approximately 9,000 square feet. Located in the shopping centre’s North Arcade, the flagship carries men’s, women’s, children’s and baby collections, footwear, accessories and collaborations, along with a dedicated Kith Treats ice cream concept.

The opening comes as Oakridge Park continues to introduce international retailers following its debut earlier this year. Kith’s arrival coincides with the scheduled October 23 opening of a new Giorgio Armani boutique and café, adding to the development’s growing collection of luxury and contemporary fashion brands.

Kith store at Oakridge Park in Vancouver. Photo: Kith

A Street-Facing Flagship Within Oakridge Park

Kith occupies a prominent location at the western end of Oakridge Park’s North Arcade, with an expansive curved-glass exterior frontage and entrances accessible from the shopping centre and surrounding outdoor pedestrian areas.

The configuration gives Kith the visibility of a street-front flagship while connecting it to the shopping centre’s internal retail environment. The store is situated near several international fashion retailers, including Maison Margiela, Valentino and Canada Goose.

Photographs of the new flagship show a contrast between the glass exterior and the darker walnut-clad entrance facing the North Arcade. Separate entrances serve the main fashion store and Kith Treats, allowing customers to visit the dessert concept independently.

Kith store at Oakridge Park in Vancouver. Photo: Kith

Interiors Designed by Ronnie Fieg and Ben Porto

Kith founder, chief executive officer and creative director Ronnie Fieg worked with architect Ben Porto of Porto Architecture on the Vancouver flagship. The two have collaborated on several Kith stores internationally, developing a recognizable design approach that combines custom materials and fixtures with distinct environments for different merchandise categories.

The men’s department features dark walnut walls, marble finishes, brass accents and velvet panels embossed with Kith’s crest. Seasonal collections, collaborations and accessories are displayed in integrated cabinetry, while a dedicated footwear area incorporates custom stone and wood detailing.

Kith store at Oakridge Park in Vancouver. Photo: Kith

The women’s department has a lighter appearance, with chevron-patterned white oak flooring, decorative stonework and emerald quartzite accents. Alongside Kith’s women’s collections, the space includes Vancouver-specific selections of designer handbags and fine jewellery.

Kith Kids occupies its own department, featuring cloud-inspired design elements, mint-green accents and custom display cabinetry. The assortment includes clothing and footwear for children, with sizes ranging from infants to older kids.

Large areas of exterior glazing introduce natural light into portions of the store, particularly around the children’s department. The bright interior contrasts with the darker finishes around the entrance facing the shopping centre’s North Arcade.

Kith store at Oakridge Park in Vancouver. Photo: Kith

Kith Treats and Exclusive Footwear Launch

The Vancouver flagship includes Kith Treats, the retailer’s ice cream and cereal-based dessert concept, which is also found at several of its international locations. The operation has its own entrance from the North Arcade and offers signature desserts, customizable selections and rotating limited-time offerings, including items developed for Vancouver.

To celebrate the opening, Kith is introducing an early release of its Winter 2026 footwear collaboration with Salomon. The collection includes the XT-4K Mid, XT-4 OG and XT-VYGR 2, with all three models available at Kith Vancouver on October 23 ahead of the global release on October 26.

The exclusive launch gives customers another reason to visit the flagship during its opening period. Limited-release footwear collaborations are an established part of Kith’s merchandise strategy, complementing its seasonal apparel collections and partnerships with other brands.

Kith store at Oakridge Park in Vancouver. Photo: Kith

How Vancouver Compares With Kith’s Toronto Flagship

Kith entered the Canadian market in September 2023 with a flagship at 78 Yorkville Avenue in Toronto, establishing a presence in one of Canada’s best-known luxury shopping districts. The two-storey location includes men’s, women’s and children’s merchandise, Kith Treats and a Sadelle’s restaurant.

The Toronto flagship involved a build-out costing close to $10 million, with construction undertaken by Montreal-based SAJO. The construction cost of the new Vancouver location has not been disclosed.

The two Canadian stores have different physical configurations. Toronto occupies a street-front location in Yorkville, while Vancouver is integrated into a shopping centre, with prominent exterior glazing and access from the North Arcade.

Vancouver does not include a Sadelle’s restaurant, although Kith Treats remains part of the offering. Its approximately 9,000-square-foot footprint accommodates multiple merchandise departments and the dedicated dessert operation within Oakridge Park.

Kith store at Oakridge Park in Vancouver. Photo: Kith

Kith Joins Oakridge Park’s Expanding Retail Mix

Kith’s opening comes as Oakridge Park continues to welcome retailers following the development’s initial opening on May 28, 2026. The project, developed by QuadReal Property Group and Westbank, is transforming the former Oakridge Centre into a mixed-use destination incorporating retail, residential, cultural and public spaces.

The shopping centre opened with approximately 500,000 square feet of retail space, with the completed shopping component expected to encompass about 650,000 square feet. The development has attracted international luxury brands including Louis Vuitton, Prada, Miu Miu, Brunello Cucinelli, Moncler and Versace, alongside a growing selection of contemporary fashion and lifestyle retailers.

Kith store at Oakridge Park in Vancouver. Photo: Kith

Kith adds a streetwear and contemporary fashion offering to that mix, with its own apparel collections, footwear collaborations and merchandise spanning several age groups. Its location at the edge of the North Arcade provides substantial exterior visibility while placing the brand among Oakridge Park’s international fashion tenants.

The new Giorgio Armani boutique and café, also scheduled to open October 23, represents another addition to the development’s luxury offering. Further retail openings are expected as Oakridge Park continues its phased rollout, with additional stores and mixed-use components still under development.

Kith store at Oakridge Park in Vancouver. Photo: Kith
Kith store at Oakridge Park in Vancouver. Photo: Kith
Kith store at Oakridge Park in Vancouver. Photo: Kith
Kith store at Oakridge Park in Vancouver. Photo: Kith
Kith store at Oakridge Park in Vancouver. Photo: Kith

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Digitizing Photos Before They Fade: A Family Guide to Photo Books

By
Retail Insider
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Most families have a box of prints in a closet that nobody has opened in years. Those photos fade, curl, and stick together a little more every season, and a single flood or fire can erase them for good.

Digitizing photos solves both problems. A scanned collection fits on a phone, can be copied to every relative, and becomes the raw material for a photo book that tells your family’s story in one place.

Sort and Label Your Prints First

Before you scan anything, gather every print you want to keep in one spot. Sort them into rough piles by person, event, or decade. You’ll find duplicates and blurry shots you can set aside, which shortens the job.

This is a good moment to call in relatives. An aunt or grandparent can often name faces, places, and years that nobody else remembers. Write those details on sticky notes or in a notebook as you go, since that information is easy to lose once the prints go back in the box.

Grouping photos now also pays off later. If the piles match the chapters you want in your photo book, the files will already be in the right order when you build it.

Pick the Best Way to Scan Old Photos for Your Collection

There is no single best way to scan old photos. The right method depends on how many prints you have and how much time you want to spend.

– Phone camera: works for a few dozen prints and costs nothing extra. Set the camera to its highest resolution and shoot one photo at a time.

– Flatbed scanner: gives the sharpest, most accurate colors, but you place each print by hand, so it’s slow for big collections.

– Auto-feed photo scanner: pulls prints through in seconds and crops them automatically, which suits collections in the hundreds.

– Mail-in service: you ship the prints and get files back weeks later. It’s the least work, but the cost rises quickly with volume, and your originals leave the house.

For a flatbed, scanning at 600 DPI is a common starting point for standard prints. That leaves room to enlarge a small snapshot for a full book page without visible blur.

Handle and Capture Each Print With Care

Prepare the Prints

Old prints are fragile. Take them out of plastic sleeves to avoid reflections, and wear cotton gloves so skin oils don’t leave marks. Remove dust with a soft brush or microfiber cloth, and skip liquid cleaners, which can damage the surface.

Set Up Each Photo Scan

If you use a phone, lay each print on a plain white surface near a window, where soft daylight keeps glare and shadows down. Hold the camera directly above the print, not at an angle, and keep it steady. A small tripod with a timer helps more than any app setting. A clean photo scan needs less editing later, which saves hours across a large batch.

Name, Back Up, and Share the Files

A folder of files named IMG_0042 is almost as hard to search as the shoebox. Rename files with a year and a short label, such as “1987 Lake Trip 01,” and keep the folders organized the way you sorted the prints.

Then protect the work. Keep one copy on your computer or an external drive and another in cloud storage, so a single broken device doesn’t undo weeks of scanning. Once the backup is in place, share a link with relatives so they can download the photos they care about. Photo digitization only helps if the files are both safe and easy to find.

Turn Your Scans Into a Digital Photo Book

A photo book gives the collection a story instead of a folder tree. Choose a theme, such as one grandparent’s life or a decade of holidays, and pick the strongest 40 to 80 images rather than every print you scanned.

Arrange them in order and add short captions from the notes you took while sorting. Names, dates, and places are what make a book worth reading for the next generation.

Most scans save as JPG files, which are awkward to share as a set. A single PDF keeps the pages in order and opens the same way on any device, and some print services accept PDF uploads for books. To put it together, you can use JPGtoPDF to convert JPG images to PDF in one file, arranging the images in the order you want the pages to appear.

Conclusion

A box of fading prints can become a collection that every relative can open, copy, and keep. Sort first, choose a scanning method that fits the size of your collection, and back up everything you capture. Then turn the best images into a photo book with captions that name the people and places in each shot. Scanning photos to digital takes some patience, but it lets you digitize pictures once and stop worrying about the originals.

NAPA Canada Sales Rise 9% as Acquisitions Drive Expansion Amid Soft Market

By
Lee Rivett
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Napa Auto Parts. Photo: Witt Family Hometown Stores

Genuine Parts Company (GPC), the U.S.-based parent of NAPA Auto Parts, reported a 9% increase in Canadian automotive sales during the third quarter of 2026, supported by its acquisition of Benson Auto Parts despite continued softness in the market.

Comparable sales increased just 1%, revealing a more subdued picture of underlying demand. The results illustrate how acquisitions are expanding GPC’s Canadian business while sales growth at established operations remains modest.

The company operates in Canada through UAP Inc., whose businesses include NAPA Auto Parts and several automotive and heavy-vehicle parts distribution networks. Its expansion strategy combines acquisitions, commercial partnerships and an extensive national distribution infrastructure.

During GPC’s October 20 earnings call, chairman and CEO Will Stengel said Canadian sales increased approximately 9% in local currency from a year earlier, with comparable sales rising 1%. He also reported that the Benson acquisition was performing ahead of financial and operational expectations.

NAPA Canada Store Locator. Photo: Napa Canada

Benson Acquisition Strengthens Ontario and Quebec Operations

UAP completed its acquisition of the Benson Group in November 2025, adding an established automotive parts distributor with a substantial presence in Ontario and Quebec.

Headquartered in Cornwall, Ontario, Benson operated 85 locations at the time of the transaction, including automotive parts stores, service centres, heavy-truck facilities and two distribution centres. The business employed more than 730 people.

The acquisition expanded UAP’s presence in two of Canada’s largest automotive markets while bringing established customer relationships and distribution infrastructure into its national network.

Stengel said Benson’s financial and operational performance was ahead of plan during the third quarter. GPC has not disclosed how much of Canada’s reported sales growth came from the acquisition or provided separate profitability figures for the business.

The commercial attraction is straightforward. Automotive parts distributors compete on inventory availability, delivery speed and proximity to repair customers, making established regional networks valuable to larger operators seeking greater market coverage.

Acquiring those relationships is one thing; integrating the businesses efficiently is another. Purchasing, inventory management and logistics will determine how much financial benefit UAP can generate from its expanded footprint.

Expansion Extends Across Canada’s Automotive Aftermarket

Benson is part of a broader series of Canadian initiatives through which UAP has been extending its reach into commercial vehicle parts, specialized equipment and repair services.

In January 2026, UAP announced a partnership with Calgary-based Standen’s, a Canadian manufacturer serving the heavy-duty vehicle market. The arrangement expanded Standen’s access to UAP’s distribution network, while UAP acquired the company’s Calgary service and repair centre.

The agreement builds on UAP’s existing heavy-vehicle operations, including Traction parts stores, TruckPro repair facilities and TW distribution centres. These businesses serve customers for whom reliable parts availability can directly affect vehicle downtime and operating costs.

In June, UAP subsidiary Saniquip-Bergor acquired Hydraline, an Ontario supplier of hydraulic, pneumatic and specialized vehicle equipment parts. The transaction expanded UAP’s presence in markets serving commercial equipment and municipal vehicle operators.

The company has also been developing its affiliated repair network. Five SuperTech Auto Repair locations in British Columbia joined NAPA AUTOPRO and NexDrive in July, extending those programs without UAP acquiring the independent repair businesses.

The initiatives involve different ownership and operating arrangements, but collectively expand the customer base served by UAP. They also demonstrate that the company’s Canadian growth strategy extends well beyond conventional automotive parts retailing.

UAP’s Canadian Network Reaches Across Multiple Sectors

UAP reports more than 750 stores across its Canadian operations, supported by 15 distribution centres and more than 5,800 employees.

Its businesses include NAPA Auto Parts, Traction, TruckPro and Altrom, serving motorists, independent repair shops, commercial fleets and heavy-vehicle operators. The broader network also encompasses affiliated repair facilities and independently operated businesses.

This operating mix complicates comparisons with conventional retailers. UAP combines consumer-facing stores with wholesale distribution and professional repair relationships, each with different purchasing patterns and service requirements.

The scale of the network provides opportunities to improve geographic coverage and purchasing efficiency, but also increases the importance of managing inventory and distribution costs. Adding locations does not automatically translate into stronger profitability.

Comparable Sales Reveal More Modest Underlying Growth

GPC’s Canadian automotive business reported approximately 3% total sales growth and 2% comparable growth in the third quarter of 2025. A year later, total sales growth had accelerated to approximately 9%, while comparable growth slowed to 1%.

The figures illustrate the difference between expanding a business through acquisitions and generating stronger sales at established operations. Both contribute to reported performance, but they reveal different things about market demand and the effectiveness of existing operations.

GPC continued to describe Canadian conditions as soft during its latest earnings call. The company has not disclosed enough Canadian detail to determine how changes in customer volumes, pricing or commercial demand contributed to the quarter’s results.

Acquisition-led expansion can make commercial sense in that environment. Established distributors bring customers, geographic coverage and distribution capabilities immediately, allowing UAP to expand without relying exclusively on stronger demand at existing locations.

The financial case ultimately depends on more than additional revenue, however. GPC has not provided Canadian operating margins or sufficient acquisition-specific figures to assess how the enlarged business is performing on a profitability basis.

Corporate Separation Approaches in 2027

The Canadian expansion comes as GPC prepares to separate its automotive and industrial operations into two independent publicly traded companies during the first quarter of 2027.

Court Carruthers is expected to lead the automotive-focused Genuine Parts Company, while Will Stengel will head the industrial business, Motion. GPC has scheduled an automotive investor presentation for December 8, potentially offering more detail about the future company’s priorities.

Management has not announced specific changes to UAP’s Canadian operations arising from the separation. Acquisitions and commercial partnerships remain the clearest evidence of its current expansion strategy in Canada.

UAP enters the planned corporate transition with a larger Canadian network and a broader range of commercial customers. The next test is whether that scale can produce stronger underlying sales and operating performance, delivering benefits that extend beyond the immediate revenue added through acquisitions.

MUJI opening first Vancouver Island store as Canadian expansion continues

By
Mario Toneguzzi
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MUJI store in Tsawwassen Mills Shopping Centre, opened in March 2026.
MUJI store in Tsawwassen Mills Shopping Centre, opened in March 2026.

Japanese retailer MUJI  is opening its first Vancouver Island store at Victoria’s Mayfair Shopping Centre, adding to its British Columbia presence while launching a community partnership initiative it plans to use for future Canadian locations.

The 3,379-square-foot store will carry MUJI Canada’s full product range, including kitchen and home goods, apparel basics, stationery and travel items. The opening also marks the launch of MUJI Community Collective, a program designed to connect the retailer with local businesses and organizations in the communities where it opens stores.

The Victoria location is MUJI’s fifth store in British Columbia and its third Canadian store opening within the past year, according to the company. The retailer plans to extend the community initiative to future store openings across Canada.

Community partnerships tied to expansion strategy

MUJI Community Collective is intended to give local businesses and organizations a role in the retailer’s store-opening celebrations and introduce them to new audiences. The company said the initiative builds on its existing Community Marketplace program, a global series of pop-up events that supports local makers and businesses.

For the Victoria launch, MUJI invited residents to nominate local businesses they wanted to see recognized. The retailer subsequently connected with selected businesses to incorporate them into the grand opening celebrations and help showcase their work to MUJI customers.

The company said the partnerships would continue beyond opening weekend, establishing ongoing connections between the Mayfair store and the surrounding community. It also intends to use the approach in other Canadian markets as it expands its retail network.

Richard Rappaport
Richard Rappaport

“MUJI is rooted in our Japanese heritage of simplicity, quality, thoughtful design, and products that make everyday life better,” said Richard Rappaport, President MUJI Canada. “As we continue to grow in Canada, we are excited to bring that philosophy to more customers while building meaningful connections with the communities we serve. Victoria is an important next step in that journey. 

“With our first store on Vancouver Island, we look forward to introducing more customers to MUJI while also celebrating the local businesses, organizations, and people that make Victoria unique. As MUJI grows in Canada, we will remain true to our Japanese roots while creating stores that feel relevant, welcoming, and connected to the communities they serve.”

The company said the community-focused approach represents an extension of its existing philosophy of simplicity, quality and everyday living. Rather than focusing exclusively on the arrival of a new retailer, the initiative emphasizes businesses and organizations already operating in each market.

Mayfair store adds to B.C. footprint

The new location is inside Mayfair Shopping Centre, which houses national and regional retailers. The store will use MUJI’s marketplace-style layout and offer products across the company’s main merchandise categories, allowing customers to shop its Canadian assortment in one location.

The grand opening weekend is scheduled for Oct. 24 and 25, with giveaways, activities and treats and prizes provided by local community partners. The company has also established an online event registration page for the opening.

The Victoria store follows the opening of MUJI’s Tsawwassen Mills Shopping Centre location in March 2026. The company described the Mayfair opening as part of its broader strategy to grow across Canada while developing retail experiences connected to local communities.

The Well in Toronto. MUJI photo
The Well in Toronto. MUJI photo

Japanese retailer continues Canadian growth

Established in Japan in 1980, MUJI sells products across categories including homewares, fashion and wellness. Its name, Mujirushi Ryohin, loosely translates to “No-Brand, Quality Goods,” reflecting its stated focus on simplicity, affordability and quality.

The company operates in more than 30 countries and offers more than 7,000 products, according to its corporate description. Its Canadian assortment includes household products, clothing basics, stationery and travel goods.

The Victoria opening gives the retailer a physical presence on Vancouver Island for the first time and introduces a community partnership model that it intends to carry into subsequent Canadian markets. The company has not provided details in the release about the timing or locations of its next Canadian store openings.

Jeff Berkowitz of Aurora Retail Group represents MUJI in Canada and negotiates its leases.

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WitchSchool Canada Tests ‘Reciprocal Retail’ Model in Ottawa’s ByWard Market

By
Craig Patterson
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WitchSchool Canada is testing a collaborative retail model in a 160-square-foot storefront in Ottawa’s ByWard Market. Founder Kiki Keskinen says the grant-supported residency connects independent entrepreneurs through shared programming, customer referrals and promotional opportunities, while raising questions about long-term operating costs.

WitchSchool Canada is experimenting with a collaborative approach to physical retail in Ottawa’s ByWard Market, bringing independent entrepreneurs together in a temporary storefront where they can share programming, promotional opportunities and customer referrals while operating their own businesses. The initiative combines educational programming and independent services in a compact commercial space.

The organization, founded by Kiki Keskinen in 2017, is participating in a 27-day STACKTˣ Storefront Grant residency at 60 ByWard Market Square from October 6 to November 1. The location includes approximately 160 square feet of indoor space and a larger outdoor patio, with programming ranging from Tarot readings and educational workshops to community events involving artists, authors and other independent practitioners.

Keskinen calls the approach reciprocal retail, a model in which participating businesses retain their own customers and revenues while collaborating to attract visitors. The experiment raises questions about how small commercial spaces could support multiple entrepreneurs, particularly in shopping centres, vacant storefronts and established retail districts.

Bringing Independent Businesses Together

WitchSchool Canada began as an educational organization focused on earth-based spirituality, mythology, Goddess traditions, ritual and related subjects. Its programming has evolved from in-person classes to live online instruction, with a network of students and educators across Canada and the United States.

Keskinen’s background includes packaged-goods marketing, telecommunications, public relations and consumer engagement. She also taught public relations in Carleton University’s journalism department for 12 years, experience that has informed her approach to building customer relationships and introducing unfamiliar products and services to new audiences.

At the Ottawa location, WitchSchool has brought together Tarot and oracle practitioners, authors, artists, musicians and educators for a rotating schedule of activities. Programming has included demonstrations, workshops, discussions about grief and death, and a Witches Dance event, with some activities offered free and others generating revenue through tickets or professional services.

Participating entrepreneurs maintain their own businesses, set their prices, manage bookings and retain their earnings. WitchSchool provides the shared location, coordinates programming and supports promotion, without charging commissions on approved collaborator activities.

“The collectivity is in the relationships, not necessarily in the ownership,” Keskinen told Retail Insider. She explained that participating entrepreneurs are encouraged to recommend one another, introduce customers and share promotional opportunities without establishing a formal cooperative or revenue-sharing arrangement.

The approach draws on familiar practices such as shared retail spaces, cross-promotion and temporary commercial activations. Keskinen’s experiment applies those ideas to a mix of educational and service-based businesses, many of which do not require conventional merchandise-focused storefronts.

WitchSchool Canada is testing a collaborative retail model in a 160-square-foot storefront in Ottawa’s ByWard Market. Founder Kiki Keskinen says the grant-supported residency connects independent entrepreneurs through shared programming, customer referrals and promotional opportunities, while raising questions about long-term operating costs.

Early Commercial Results and Operating Costs

The residency has produced some encouraging sales activity, although Keskinen cautions that the results should not be interpreted as proof of a financially sustainable retail model. Both direct sales and longer-term customer relationships are among the outcomes being tested.

During the period, WitchSchool reported five enrolments in educational programs priced at $1,600 each, representing approximately $8,000 in tuition sales. Keskinen emphasized that those purchases cannot be attributed entirely to the storefront because the organization has also been marketing its programs through digital channels, publicity and existing customer relationships.

The physical location complements those activities by allowing prospective students to meet instructors, ask questions and become familiar with WitchSchool before committing to an educational purchase. It also provides opportunities for independent practitioners to earn revenue without establishing permanent retail locations.

According to Keskinen, one Tarot practitioner earned approximately $400 in a single day providing readings, with the money retained by the practitioner. The example illustrates the potential value of temporary commercial access, although individual results do not establish how much income other participants have generated.

Keskinen said WitchSchool has incurred approximately $1,500 in out-of-pocket expenses for the experiment, excluding substantial unpaid labour. She and her husband, Ryan, have devoted considerable time to preparing and operating the residency, reporting a workload of approximately 60 hours weekly during September and October.

The project also benefits from the STACKTˣ Storefront Grant, which provides temporary retail space and business-development support. This reduces the financial commitment associated with the experiment, making the reported cash expenditure considerably different from what it would cost to independently lease and operate a comparable location.

“I wouldn’t claim we’ve proven a sustainable retail business model in 27 days. We’re testing it, and the STACKT grant makes that possible,” Keskinen said.

A commercially sustainable version would need to cover occupancy, insurance, staffing, production, marketing and the labour involved in coordinating multiple independent businesses. Those costs are particularly relevant when considering whether the model could be reproduced without grant support or significant unpaid work.

Connecting Physical Retail With Digital Education

The Ottawa experiment coincides with an expansion of WitchSchool’s online education business. The organization is preparing to launch a self-directed learning library on November 3, offering video and audio lessons for students who cannot attend scheduled classes or live near an instructor.

Keskinen sees physical encounters as an important part of introducing potential customers to educational offerings that may be unfamiliar to them. Visitors can meet practitioners, learn about the programs and establish relationships before deciding whether to enrol.

“You don’t simply put a product on a shelf and hope people will purchase it. You create awareness, familiarity, encounters and stories that allow people to develop confidence in the brand,” she explained.

The eventual transaction may occur online, making the storefront one component of a broader customer-acquisition strategy. However, WitchSchool has not established how many enrolments or future purchases are directly attributable to the Ottawa residency.

Keskinen is also interested in supporting local activities organized by WitchSchool graduates and instructors in other Canadian communities. Such an approach could allow the organization to maintain a physical presence through temporary programming without establishing permanent school locations.

Encouraging Customers to Explore the ByWard Market

The experiment extends into the surrounding commercial district through programming intended to connect WitchSchool visitors with other local businesses. A neighbourhood shopping event is scheduled as part of the residency.

One initiative is The Charmed Route, an October 25 Witches Walk & Shop event developed with Catherine Landry of SheShopsLocal. The event is scheduled to involve visitors following a mapped route through the ByWard Market, collecting charms at participating retailers and returning to the WitchSchool patio for a concluding gathering.

The event is intended to introduce visitors to merchants they might otherwise overlook while encouraging customer movement between independently operated businesses. Its impact on sales and pedestrian traffic has not yet been established.

Keskinen believes locally based organizers are important to making these initiatives work, particularly when programming involves several merchants and community partners. She also emphasizes that those responsible for coordinating activities need to be compensated, since the time required to manage relationships, promotion and events represents a substantial operating cost.

“I’m not interested in creating another economic structure where women provide endless unpaid care and coordination while other people earn the money,” Keskinen said. She added that the people doing professional work need to be compensated and that each entrepreneur should have an opportunity to build a sustainable business.

Potential Uses for Vacant Storefronts

Keskinen believes the reciprocal retail approach could have applications beyond WitchSchool, including shopping centres, vacant commercial units and neighbourhood retail districts. She has suggested a different mix of services could be assembled for other locations and seasons.

One example she has proposed involves temporarily converting an empty storefront into a collaborative sewing and repair centre during the winter. Clothing alterations, textile artists, repair services, independent designers and workshops could operate from the same location, giving customers several reasons to visit.

For property owners, such arrangements could create additional activity in otherwise vacant space while introducing new businesses to the property. Participating entrepreneurs could benefit from customer referrals, shared promotion and temporary access to a physical location without the commitments associated with a conventional lease.

The model would still require suitable occupancy arrangements, insurance, facilities and professional coordination. Its viability would depend on the economics of each location, including whether the participating businesses generate sufficient value to justify those expenses.

STACKT’s accelerator program already provides small businesses with temporary storefront opportunities and promotional support intended to reduce the barriers to testing physical retail. WitchSchool’s residency demonstrates how that platform can accommodate businesses centred on education, services and community programming.

Exploring Opportunities Beyond Ottawa

Keskinen is interested in developing similar temporary activities in other Canadian cities through WitchSchool’s network of instructors, graduates and independent collaborators, although no additional retail residencies have been announced. The model would rely on local organizers and participating businesses.

She envisions locally organized programming suited to individual neighbourhoods, supported by WitchSchool’s educational resources and network of participants. A future activation could involve different businesses and activities depending on the market, available space and time of year.

According to Keskinen, STACKT is collecting information before and after the Ottawa residency to assess the experiment and identify lessons for future initiatives. The findings could help identify which activities and operating arrangements are worth repeating.

“I don’t think 27 days can prove the future of retail,” Keskinen said. “But it can give us a very useful opportunity to question some of the assumptions about what a storefront is for, how small businesses might cooperate and what customers actually want from their commercial neighbourhoods.”

For WitchSchool, the next challenge is determining whether the customer relationships, referrals and revenue generated through collaborative programming can support the full cost of operating it. The results will help determine whether reciprocal retail can become a practical option for independent entrepreneurs seeking access to physical retail space.

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Cozey doubles size of Toronto flagship showroom (Photos)

By
Mario Toneguzzi
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Cozey photo
Cozey photo

Montreal-based furniture company Cozey has doubled the size of its Toronto flagship showroom to 7,200 square feet as the furniture retailer responds to increased customer traffic and expands its product offerings.

The Montreal-based company added a second floor to its Queen Street West location, which opened in 2023 as its first permanent retail store. The expansion increases the showroom’s size from 3,600 square feet and provides additional space for customers to explore the company’s growing furniture selection.

The renovation is intended to accommodate demand in Toronto and the Greater Toronto Area while providing more room for the retailer’s expanding product categories.

“It’s been incredible to see the customer reaction and store evolution since it first opened,” says Frederic Aubé, Founder and CEO of Cozey. “As our first-ever permanent location, the Queen Street showroom is an important part of our company’s history and an essential community hub. This renovation is a direct reaction to meet Cozey’s growing demand in the Toronto and Greater Toronto area, meanwhile providing our customers with an evolved shopping experience. We look forward to having more customers in the space, and to curating more community moments.”

Frédéric Aubé
Frédéric Aubé
Taurean Scotland
Taurean Scotland

Product expansion drives showroom growth

Located in Toronto’s Trinity Bellwoods neighbourhood, just west of the Ossington strip, the store has experienced a steady increase in foot traffic since opening in 2023. The additional floor space is designed to give customers more room to browse the retailer’s expanding range of furniture and home products.

Cozey has broadened its product assortment this year, entering the bedroom category with the launch of its Ara bed system and mattress option. The company has also introduced three new sofas, including Cassini, its first curved sofa, as well as sleeper options through its Orian and Atmosphere Sleeper models.

The retailer has added living room and dining furniture as part of its product expansion. The larger showroom provides more space to display those offerings, while the store’s team has grown alongside the physical location and its expanded assortment.

Taurean Scotland, Store Manager of the Toronto Showroom, said the additional space would help the team accommodate customers at the busy location.

“The renovation couldn’t come at a better time,” says Scotland. “To see our footprint double is pretty amazing. It’s also much needed, considering how consistently busy the store is. Having been with Cozey’s Queen Street store since the beginning, I’ve had a front-row seat to just how much the brand and our customers have evolved and I’m excited to be able to comfortably welcome more customers into the store to continue providing a great customer experience.”

Cozey photo
Cozey photo

Retail expansion continues across North America

The Toronto showroom expansion follows Cozey’s permanent store opening in Montreal last month, adding to the company’s investment in physical retail locations.

The company is also planning further expansion, with store openings scheduled for Edmonton later this year and New York City in early 2027. The planned openings would extend its physical retail presence into additional markets.

Cozey’s growth in 2026 has also included product launches and an e-commerce launch in Australia, according to the company. The combination of new retail locations, an expanded product range and its entry into the Australian online market represents several areas of expansion during the year.

The Toronto renovation marks a further investment in the location where Cozey began its permanent physical retail operations, while the planned openings in Edmonton and New York City signal its intention to continue expanding its store network.

Cozey photo
Cozey photo

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