A report released by the Montreal Economic Institute says Canada’s supply management system increases the cost of staple foods for consumers, adding an average of $224 annually to grocery bills and contributing to higher living costs for lower-income households.
The analysis concludes that higher prices for dairy products, eggs and poultry associated with supply management disproportionately affect lower-income Canadians and estimates that more than 120,000 people remain below the low-income cut-off because of those added food costs.
The report compares prices for milk, eggs and poultry in Canada with comparable markets in the American Midwest to estimate the additional costs associated with the supply management system. According to the analysis, milk costs 171 per cent more in Canada, while consumers pay 46 per cent more for eggs and 29 per cent more for chicken.
“The main effect of supply management is to drive up the prices of a number of staple foods such as milk, poultry, and eggs,” said Gabriel Giguère, senior policy analyst at the MEI. “Unfortunately, those most affected by this policy are the least well-off: that is to say, our lowest-income families.”
The report estimates the average Canadian pays an additional $224 per year because of supply management. It says the impact varies by household income, with those in the lowest income quintile paying an estimated $279 more annually, while households in the highest income quintile pay an estimated $1,141 more.
Measured as a share of disposable income, however, the burden is greater for lower-income households, according to the report. It says the added costs represent 1.25 per cent of disposable income for households in the lowest income quintile, compared with 0.33 per cent for those in the highest quintile.
Gustavo Fring photo
The report attributes part of that difference to variations in the types and quantities of products purchased by households with different income levels.
“Supply management is a regressive policy that places a particularly heavy burden on the less fortunate while benefiting only a small number of farmers,” Giguère points out. “For families struggling to make ends meet, it’s clear that having a few hundred more dollars in their pockets at the end of the year would make a big difference.”
The report also examines the relationship between supply management and poverty. It says a household is considered low income if it must spend 20 per cent more of its budget than the average household to meet its basic needs.
Based on that measure, the analysis estimates that higher prices linked to supply management leave 41,279 Canadian households, representing 120,083 people, below the low-income cut-off.
“By abolishing supply management, we could help 120,083 people – roughly the population of the city of Terrebonne – lift themselves out of poverty,” Giguère said. “It wouldn’t make them rich overnight, but it would give some breathing room to the people who need it most.”
The report calls on the federal government to consider abolishing the supply management system, arguing that reducing food prices would ease cost-of-living pressures for Canadian households.
“If the goal is to help people cope with the cost of living, abolishing supply management is one of the most direct measures the government can take,” said Giguère. “Reducing the restrictions that jack up the prices of essential goods is a practical way to help the most vulnerable households.”
The Montreal Economic Institute is an independent public policy think tank with offices in Montreal, Ottawa and Calgary.
Canada Gold has expanded into Manitoba with the opening of its first Winnipeg location, giving the precious metals retailer 19 stores across Canada and the Pacific Northwest while also securing a sponsorship agreement with the Winnipeg Blue Bombers for the 2026 Canadian Football League season.
The new store, located at 635 Corydon Ave. in Winnipeg, marks the company’s first location in Manitoba and continues its retail expansion strategy. The company also announced it has been named the Winnipeg Blue Bombers’ Official Precious Metals Partner for the 2026 CFL season.
The partnership includes Canada Gold serving as the Presenting Coin Toss Partner for Blue Bombers games, along with additional initiatives intended to engage fans and the Winnipeg community.
Founded in Vancouver in 2008, Canada Gold operates as a physical bullion dealer.
Chris Pollock, founder and managing partner of Canada Gold, said the new location represents the company’s continued expansion while extending its services to customers in Manitoba.
“We’re excited to bring Canada Gold to Winnipeg and expand our commitment to serving customers with a trusted and transparent experience,” said Pollock. “This new location reflects our continued growth and dedication to providing fair evaluations, competitive pricing, and exceptional service for those looking to buy or sell precious metals and jewellery. We look forward to becoming a valued part of the Winnipeg community and building lasting relationships with our customers.”
Canada Gold said it is an authorized distributor of the Royal Canadian Mint and provides services for customers buying and selling precious metals.
Neighbourhood Pharmacy Association of Canada photo
Canada’s pharmacy sector generated an estimated $22.9 billion in gross domestic product and supported more than 273,000 jobs across the country in 2024, according to a report released by Signal49 Research.
The findings quantify the sector’s economic contribution alongside its role in delivering healthcare services, as governments continue to focus on economic growth and healthcare access.
Canada has 12,558 pharmacy locations, the report said, with nearly two-thirds operating as independently owned or banner-affiliated community locations. Those locations serve communities in every province and territory.
“We know that Canadians see their local pharmacy as a trusted healthcare destination, but this research demonstrates that pharmacies are also critical economic infrastructure,” said Sandra Hanna, CEO,Neighbourhood Pharmacy Association of Canada. “Pharmacies support hundreds of thousands of jobs, strengthen local economies, generate billions in government revenues, and improve access to care in communities of every size. As governments focus on growing Canada’s economy and strengthening healthcare access, pharmacies are uniquely positioned to advance both priorities.”
Sandra Hanna
Among the report’s findings:
Canada’s pharmacy sector generated $22.9 billion in annual GDP.
The sector supported more than 273,000 jobs across the Canadian economy.
It generated $14 billion in labour income and $6.3 billion in annual tax revenues.
Every dollar of direct pharmacy output created an additional 20 cents in economic activity elsewhere in the economy.
Each pharmacy job supported about 0.4 additional jobs in other sectors.
Rural locations employed more than one in every 100 rural residents and helped address healthcare access gaps in underserved communities.
The sector accounted for $8.4 billion in GDP and 96,000 jobs in Ontario, and $6.1 billion in GDP and 79,000 jobs in Quebec.
Tessy Agbonome photo
The report says the economic activity generated by pharmacies extends beyond the sector itself through employment and business activity across other industries.
Eddy Nason
“The research highlights pharmacy’s uniquely dichotomous contribution to Canada,” said Eddy Nason, Director, Health, Signal49 Research. ” It’s a business, a significant economic driver, and a frontline healthcare service operating at a time of major upheaval in primary care,” he said. “That means pharmacy isn’t just an economic engine–it’s an economic engine with purpose.”
The report says the sector is present in virtually every community across Canada and contributes to both healthcare delivery and local economic activity.
It concludes that the sector can contribute to government priorities related to economic growth, productivity, healthcare access and community resilience through its nationwide network of pharmacy locations.
Fairmont Waterfront says it has completed the first phase of a multi-year renovation project as Vancouver’s record-setting cruise season drives increased demand from travellers extending their stays in the city before and after their voyages.
The downtown Vancouver hotel said the initial phase of the project includes 96 redesigned guest rooms and comes as cruise passenger volumes continue to rise at the Port of Vancouver. The property, located across from Canada Place Cruise Terminal, is also expanding its focus on services for cruise passengers as more visitors spend additional time in the city.
According to the Vancouver Fraser Port Authority, the 2026 cruise season is expected to bring about 1.4 million passengers and nearly 360 ship calls, exceeding previous records. The season runs from Feb. 26 through Oct. 13.
The port authority also said 76 per cent of cruise passengers spent time in Vancouver as part of their trip in 2025. Among international visitors, that figure reached 88 per cent, reflecting a growing tendency for travellers to include additional time in the city before or after embarking on a cruise.
Fairmont Waterfront said the trend has contributed to increased demand for accommodation tied to cruise travel. The hotel said bookings for its Connect With Your Cruise Ship package have risen 150 per cent compared with a year earlier.
The hotel offers complimentary luggage transfer for cruise passengers, allowing guests to leave tagged luggage in their room before it is delivered directly to their cruise ship. Its location across from Canada Place Cruise Terminal also allows guests to walk to embarkation.
“Cruise travel continues to be one of the most important drivers of visitation to Vancouver, and we’re seeing growing demand from guests who want to spend additional time exploring the city before or after their voyage,” said Randall Williams, general manager of Fairmont Waterfront.
Fairmont Waterfront photo
“Our role is to help improve that journey, whether that’s through our location just steps from Canada Place, our direct luggage transfer service, or by offering a newly renovated guest room designed for today’s traveler.”
The renovation marks the first completed phase of a broader property redevelopment plan.
Fairmont Waterfront said additional work is scheduled to resume in the fall of 2026 and will include more guest room renovations, upgrades to its Fairmont Gold accommodations, the pool area, hotel lobby and ARC Restaurant + Bar.
The hotel also said guests extending their stays can participate in programming that includes rooftop garden dinners, rooftop bee tours and seasonal wellness activities.
Retail Insider also published coverage of Jollibee’s plans to expand its franchise presence in Canada, strengthening multicultural market opportunities. Villages Calgary relocated its store to Inglewood, downsizing while focusing on online sales and adapting to changing urban retail dynamics.
Former St. John store at the Fairmont Hotel Vancouver. Photo: Lee Rivett
The quiet closure of a boutique inside the Fairmont Hotel Vancouver marks the end of more than two decades of standalone retailing in Canada for American luxury fashion brand St. John Knits.
The store, located within the landmark downtown Vancouver hotel, closed at the beginning of June and has since been replaced by a temporary pop-up art gallery. The closure also ends St. John’s standalone presence in Canada, following the January 2024 closure of the brand’s Toronto boutique at 130 Bloor Street West.
While the departure of a luxury retailer is noteworthy in itself, St. John’s Canadian story is also one of retail history. The brand played an early role in the development of Vancouver’s luxury retail district long before the city’s now-famous collection of global luxury flagships arrived.
A Pioneer of Vancouver Luxury Retail
St. John’s relationship with Vancouver dates back even further than its Fairmont Hotel Vancouver boutique. The brand was sold in the city through Plaza Escada at Sinclair Centre, one of Vancouver’s earliest luxury fashion destinations which opened in 1990 and closed in 2011.
In 2003, St. John opened its own standalone boutique at the Fairmont Hotel Vancouver, occupying a prominent corner location at Burrard and West Georgia streets. At the time, Vancouver’s luxury retail landscape looked very different.
The city’s modern luxury district was still emerging. Chanel helped establish the area as a luxury destination when it opened at 755 Burrard Street in 1991, and only a handful of luxury brands operated nearby. The Fairmont Hotel Vancouver’s retail podium had yet to become the powerhouse collection of global luxury tenants that it is today.
Louis Vuitton occupied a much smaller space in the building, while Dior and Gucci had not yet arrived.
St. John therefore became one of the pioneering luxury brands that helped establish the district’s credentials and attract affluent shoppers to the area.
The Fairmont Hotel Vancouver’s Transformation
Over the next two decades, downtown Vancouver evolved into one of North America’s premier luxury shopping destinations.
The Fairmont Hotel Vancouver itself underwent a dramatic transformation. Gucci opened its first boutique in the hotel in 2006 and later expanded into a roughly 6,500-square-foot flagship. Dior entered the property in 2015 with a nearly 10,000-square-foot flagship, while Louis Vuitton also expanded into a store of approximately 10,000 square feet. The podium today also includes an Omega boutique.
In many ways, St. John helped build the luxury environment that ultimately evolved around it.
That evolution was perhaps most visible in 2014, when St. John relocated from its original corner location within the hotel to a roughly 3,000-square-foot space that had previously housed Griffins restaurant. The move made way for Dior’s flagship store and illustrated how dramatically Vancouver’s luxury market had matured.
The irony is that St. John helped establish a district that eventually became dominated by some of the world’s largest luxury houses operating increasingly large flagship stores, resulting in its relocation to a more obscure space within the hotel podium.
St. John store at 130 Bloor St. W. in Toronto, December 2020. Photo supplied
Toronto Expansion Was Short-Lived
St. John expanded its Canadian presence in late 2019 with the opening of a 2,100-square-foot boutique at 130 Bloor Street West in Toronto’s Yorkville neighbourhood.
At the time, the opening was viewed as a vote of confidence in Canada’s luxury market and Toronto’s increasingly important position among global luxury shopping destinations.
The Toronto store ultimately had a relatively brief run, closing in January 2024 after operating for just over four years.
Its closure left Vancouver as St. John’s sole Canadian location for the final two-and-a-half years of the brand’s presence in the country.
Parent Company Undergoing Strategic Transformation
St. John today is owned by Lanvin Group, which is controlled by Fosun International.
The luxury group has been undergoing a strategic transformation amid a broader slowdown in the global luxury sector. In fiscal 2025, Lanvin Group reported an 18 per cent decline in revenue and said it had been rationalizing its store portfolio and focusing on operational efficiency and profitability.
Interestingly, St. John has been among the stronger-performing brands within the portfolio, with revenue declining only modestly compared with some of the group’s other fashion houses.
That suggests the closure of the Vancouver boutique may be less about the performance of the St. John brand itself and more reflective of changing distribution strategies and the economics of operating standalone luxury stores in relatively small markets.
Shuttered Ferragamo store at 918 Robson Street in Vancouver. Ferragamo occupied this address since 1982, and recently relocated to Oakridge Park. Photo: Craig Patterson
Vancouver’s Luxury Landscape Continues to Evolve
St. John’s departure also comes during another period of change in Vancouver’s luxury retail landscape.
Italian luxury house Salvatore Ferragamo recently closed its longtime boutique at 918 Robson Street and relocated to a new store at Oakridge Park. Ferragamo had occupied the Robson Street address since 1982 and was the longest continuously operating luxury retailer in the same Vancouver location.
Unlike Ferragamo, however, St. John has not relocated within Vancouver. Its closure marks the end of approximately 23 years of standalone retailing in Canada and concludes a chapter for one of the brands that helped shape downtown Vancouver’s rise as an internationally recognized luxury shopping destination.
Chanel and Stone Island on Yorkville Avenue in Toronto. First Capital REIT developed several commercial buildings on the street, housing luxury brand stores. Photo: Craig Patterson
Last week, First Capital REIT unitholders overwhelmingly approved the previously announced $9.4 billion acquisition of the company by KingSett Capital and Choice Properties REIT, moving one of Canada’s most significant retail real estate transactions closer to completion.
The special resolution approving the plan of arrangement received strong support, with fewer than one per cent of votes cast against the proposal. First Capital said it intends to seek final approval from the Ontario Superior Court of Justice (Commercial List), with all other required approvals already obtained.
Under the arrangement, First Capital unitholders will receive $19.24 in cash and 0.3186 of a Choice Properties REIT unit for each First Capital unit they hold.
Recently expanded Brunello Cucinelli, Stone Island and Chanel on Yorkville Avenue in Toronto. First Capital REIT developed several commercial buildings on the street, housing luxury brand stores. Photo: Craig Patterson
Once completed, the transaction will see Choice Properties acquire approximately $5 billion of First Capital’s retail assets, while KingSett Capital will acquire approximately $4.4 billion of First Capital assets and all of First Capital’s issued and outstanding units.
The Choice Properties portfolio includes approximately $4.8 billion, or eight million square feet, of income-producing assets, along with approximately $200 million of properties under development. The portfolio is expected to generate approximately $235 million in net operating income in 2027, with near-term annual NOI growth of approximately 3.5 per cent.
For Canada’s retail real estate industry, however, the significance of the transaction extends far beyond the balance sheet.
Hazelton Avenue entrance to Yorkville Village shopping centre in Toronto. Photo: Craig Patterson
The End of an Influential Retail Real Estate Platform
For more than three decades, First Capital occupied a distinct place in Canadian retail real estate.
While many landlords focused on enclosed malls, suburban plazas or individual shopping centres, First Capital built its reputation by assembling high-quality urban retail properties, introducing mixed-use intensification to aging shopping centres and creating retail districts that attracted some of the world’s leading brands.
In several cities, the company became more than a property owner. It became a district builder.
That approach helped shape parts of Toronto, Calgary and Montreal, where First Capital assembled properties, upgraded tenant mixes, advanced mixed-use development and attracted retailers that often require confidence in both the individual site and the broader neighbourhood.
The transaction now raises questions about what happens to that long-term placemaking strategy as First Capital disappears as an independent public company.
Yorkville Village shopping centre in Toronto (formerly Hazelton Lanes). Photo: Craig Patterson
Yorkville Enters a New Chapter
The most prominent example is Toronto’s Yorkville neighbourhood. Over several years, First Capital assembled a significant collection of properties in and around Yorkville Avenue, including Yorkville Village, formerly Hazelton Lanes, multiple buildings along Yorkville Avenue, the 101 Yorkville Avenue redevelopment opportunity, and an interest in the 138 Yorkville mixed-use tower.
Those holdings helped transform Yorkville Avenue into one of Canada’s premier luxury retail corridors. International brands including Chanel, Balenciaga, Brunello Cucinelli and Stone Island established a presence on the street as the area evolved from a secondary luxury address into a destination in its own right.
Today, Yorkville Avenue sits alongside Bloor Street’s Mink Mile as one of Canada’s most important luxury retail destinations, with international brands increasingly viewing the two streets as complementary luxury corridors.
That evolution did not happen by accident. First Capital’s control of key properties allowed it to influence leasing, streetscape improvements, merchandising and long-term redevelopment planning in a way few landlords could achieve through isolated ownership.
The change in ownership now raises important questions for the district. Will KingSett continue the same long-term vision for Yorkville, or will the strategy evolve under new ownership?
That question is especially relevant at 101 Yorkville Avenue, where future redevelopment has long been anticipated, and at 138 Yorkville, one of the country’s most ambitious mixed-use luxury projects. The 138 Yorkville development attracted national attention for ultra-luxury condominium residences marketed at prices reportedly ranging from roughly $10 million to more than $80 million. Construction is said to have been recently halted amid questions about financing — some are speculating that the new ownership might push for the project to become a rental apartment building.
With First Capital’s ownership interests now changing hands, industry observers will be watching closely to see how KingSett approaches this project as well as Yorkville Village, the surrounding Yorkville Avenue properties and future development opportunities in one of Canada’s most valuable retail districts.
101 Yorkville Avenue in Toronto — First Capital REIT had plans to eventually redevelop the site with luxury retail, and now plans are up in the air. Photo: Craig Patterson Stalled 138 Yorkville Avenue residential project, with units originally planned to be priced between $10 million (2,400 sq ft) to $83 million. A sub-penthouse is said to have recently been sold for $50 million, and now it’s unknown what the future of the tower will be. Some are speculating about high-end rentals. Photo: Craig Patterson
A Strategy Seen Beyond Toronto
Yorkville was one example of First Capital’s district-building approach. In Calgary, the company pursued a similar strategy around Mount Royal Village, expanding beyond the original property through nearby acquisitions and helping shape a broader retail district along 17th Avenue SW. The strategy demonstrated that First Capital was willing to think beyond individual assets and instead influence entire urban neighbourhoods through strategic property ownership.
In Montreal, the company also became active in urban mixed-use redevelopment, with projects such as Wilderton Centre and other major intensification initiatives reflecting the same broader philosophy. First Capital frequently looked at retail properties not only as income-producing assets, but as platforms for density, neighbourhood change and future value creation.
That is what makes the transaction significant for the retail industry. It is not simply the sale of a REIT. It is the transfer of a portfolio assembled over decades by one of Canada’s most influential urban retail landlords.
Mount Royal Village in Calgary. Image: First Capital REIT
Choice Becomes Even More Important in Canadian Retail
For Choice Properties, the acquisition strengthens an already significant position in Canadian retail real estate.
The portfolio being acquired includes a substantial number of grocery-anchored and necessity-based retail assets, a segment that has remained attractive to investors because of steady traffic, essential-use tenants and redevelopment potential.
The transaction also deepens Choice’s exposure to urban and high-quality retail assets, adding scale to a landlord already closely watched by national retailers, grocers and service-based tenants.
For tenants, the ownership shift could matter over time. Landlords influence more than rent. They also influence tenant mix, redevelopment timing, design standards, leasing strategy and the broader direction of retail properties.
What Comes Next
The immediate next step is court approval and closing. The larger question is what happens after that.
KingSett will inherit some of First Capital’s most complex and potentially valuable urban holdings, including assets with long-term redevelopment potential. Choice will absorb a major portfolio of income-producing retail properties that expands its national footprint.
The transaction also closes a significant chapter in Canadian retail real estate history. Over more than three decades, First Capital became one of the country’s leading advocates for urban retail and mixed-use intensification, helping redefine how shopping centres and retail districts could evolve within growing cities.
For Canada’s retail real estate industry, the sale marks the end of an era.
As the company moves toward new ownership, attention will now turn to whether First Capital’s vision for neighbourhood-building and urban retail placemaking continues, changes or gives way to a different approach.
Either way, one of Canada’s most influential retail real estate companies is set to disappear as an independent public company, leaving behind a portfolio that will continue to shape some of the country’s most important retail streets and shopping districts for years to come.
For many homeowners, the furniture selection process begins long before they step into a showroom. Customers often research styles, compare products, and gather inspiration online before making decisions about their living spaces. Recognizing this shift, Casavogue has launched a new website designed to provide a more informative and user-friendly experience while making it easier to explore the company’s extensive furniture collections.
The new platform reflects Casavogue’s ongoing commitment to helping customers make confident and informed decisions when furnishing their homes. With improved navigation, expanded product information, enhanced photography, and direct access to expert guidance, the website serves as a valuable resource throughout the furniture selection process.
Easier Navigation and Expanded Product Selection
The redesigned website offers customers access to a broader selection of furniture across living room, dining room, and bedroom categories. A simplified navigation structure makes it easier to browse collections and locate products that suit different lifestyles, spaces, and design preferences.
Visitors can move through categories more efficiently while discovering new collections and furniture options that may not have been as easy to find previously.
More Detailed Information for Better Decision-Making
One of the most significant enhancements is the depth of information available throughout the site. Product pages now feature more detailed descriptions, specifications, dimensions, and material information, helping customers better understand the characteristics of each piece.
This additional level of detail allows shoppers to evaluate furniture more thoroughly before visiting the showroom, creating a stronger foundation for purchasing decisions.
Direct Access to Personalized Guidance
While the digital experience has expanded significantly, personalized service remains central to the Casavogue philosophy. Throughout the website, customers can connect directly with Casavogue’s team through convenient call-to-action features designed to encourage conversation and collaboration.
Whether discussing room layouts, exploring customization options, or seeking recommendations for a specific space, visitors can easily connect with furniture specialists who understand the importance of finding pieces that align with both practical needs and design goals.
Connecting the Online and In-Store Experience
The new website complements Casavogue’s 38,000-square-foot Montréal showroom, where customers can experience furniture collections in person and explore complete room settings. By allowing visitors to research products, compare options, and review specifications before arriving, the platform helps create a more efficient and informed showroom experience.
Founded in 1972, Casavogue has spent more than five decades helping Montréal homeowners furnish their homes through a combination of curated collections, design expertise, and personalized service. The launch of the new website represents the latest step in that evolution, providing customers with additional tools and resources while maintaining the human guidance that has long defined the company’s approach.
(L-R) Reden Espina, Restaurant Manager; Mark Carney, Prime Minister of Canada; the iconic Jollibee Mascot; Ferdinand Marcos Jr., President of the Republic of the Philippines; Jeffery Santos, Restaurant General Manager; and Jose Anthony Delos Santos, Restaurant General Manager, pose at the counter with the downtown Vancouver Jollibee crew. (Jollibee Photo)
Philippine President Ferdinand Marcos Jr. and Prime Minister Mark Carney visited a Jollibee restaurant in downtown Vancouver recently as the Filipino-founded fast-food chain highlighted its economic ties between Canada and the Philippines and outlined plans to expand its Canadian footprint.
The visit comes as Jollibee approaches its 10th anniversary in Canada and prepares to accelerate growth across the country through its franchising program over the next five years.
The company said the visit recognized Jollibee’s role in bilateral trade between Canada and the Philippines while drawing attention to its expansion strategy in the Canadian market. Jollibee entered Canada in December 2016 with the opening of its first restaurant in Winnipeg and says it intends to continue adding locations nationwide.
Beth Dela Cruz, president of Jollibee North America, said the visit reflected the company’s growth and its relationship with both countries.
“The immense privilege of hosting both President Marcos Jr. and Prime Minister Carney at our downtown Vancouver store, is a truly historic moment for our brand. This visit is a powerful symbol of Jollibee’s place on the global stage. It celebrates the deep bilateral ties between Canada and the Philippines, the vital role of the Filipino-Canadian diaspora in our growth, and the incredible momentum of our brand as we bring our unique, joyful dining experience to more Canadian families,” she said.
(L-R) Ferdinand Marcos Jr., President of the Republic of the Philippines; Mark Carney, Prime Minister of Canada; and Beth Dela Cruz, President of Jollibee North America, smile as they showcase custom Jollibee commemorative gifts during a historic visit to the flagship Jollibee location in downtown Vancouver. (Jollibee Photo)
Jollibee said its international operations support exports of agricultural products and food manufactured in the Philippines for sale in overseas markets, including Canada. According to the company, products such as Peach Mango Pies, made with Philippine mangoes, and other proprietary ingredients are produced in the Philippines before being exported to Canada.
The company also said its Canadian expansion is supported by its North American franchising platform. It said each new Canadian restaurant represents a local investment and is expected to create between 50 and 60 jobs.
During the Vancouver visit, Marcos and Carney joined Jollibee North America executives and the company’s mascot for commemorative photographs inside the restaurant.
Ferdinand Marcos Jr., President of the Republic of the Philippines (left), and Mark Carney, Prime Minister of Canada (right), share a warm moment before enjoying Jollibee’s world-famous Jolly Crispy Chicken, celebrating the brand’s rapid North American growth. (Jollibee Photo)
The two leaders also participated in a tasting featuring several menu items, including Jolly Crispy Chicken, chicken sandwiches, Peach Mango Pie and Pineapple Quencher. The company said the menu highlighted products connected to its Philippine supply chain.
Jollibee Foods Corp. said it operates more than 10,400 stores and cafés across 33 countries through a portfolio of 20 restaurant brands.
After more than four decades at the same location, Villages Calgary is relocating its retail operation to Inglewood after selling its longtime property, along Crowchild Trail northwest Calgary for $1.1 million, a move driven by declining revenues, falling customer traffic and a strategy aimed at reaching new shoppers.
The non-profit society will provide vacant possession of its existing building on Sept. 30 after the sale to a coffee roaster, while targeting a mid-September opening for its new 1,333-square-foot store on the main street in Inglewood. The organization said the sale closes a chapter that began with its occupancy of the building in 1984 and ownership since 2015.
The relocation represents a significant operational shift for the retailer, which is reducing its physical footprint by roughly half while redesigning its merchandising strategy and relying more heavily on online sales to complement the smaller storefront.
“We’re going to be focusing in-store on product that is appealing to this new demographic. That’s why we’ve hired a designer, because we have to be able to fit into that smaller space. But we do have a web store, so we’ll be able to continue selling other items online.”
Ferguson said the organization wants the new location to present a more curated shopping experience.
“For this space, we want it to be cohesive and balanced and not make the space appear cluttered,” she said.
Accessibility and customer access drive relocation
Linnea Ferguson
The decision to relocate followed several years of surveys involving customers, volunteers and members that identified shortcomings at the existing site.
Ferguson said respondents consistently pointed to accessibility, walkability and volunteer convenience as priorities.
“As you may know, we did a number of surveys of our customers, volunteers, and members over the last few years, because we’re a non-profit society,” she said.
“They identified three key things they felt we were missing in terms of our store. One was accessibility. One was walkability. And the other one was ease for volunteers.”
The new location, she said, addresses those concerns by offering a single-level layout, pedestrian traffic and parking.
The move also reflects changing retail dynamics for the organization.
Ferguson said customer visits and revenue have been trending downward for several years, with traffic worsening after road changes along Crowchild Trail.
“I think that’s the big incentive for moving,” she said. “Revenues have been declining, and our number of customer visits to the store has been declining for quite a long time.”
She said the organization observed a significant reduction in customer traffic following roadway upgrades that altered vehicle access to the area.
“We saw a steep decline when that happened,” she said.
Ferguson said destination businesses nearby appeared less affected by the traffic changes than a gift retailer dependent on browsing customers.
“When you’re in the gift shop business like we are, without that walking traffic, I think we’re sacrificing quite a bit,” she said.
Photo: Villages Calgary
Smaller footprint brings merchandising changes
The reduced retail space will require significant operational adjustments as the organization determines which products remain in-store and which shift primarily to online sales.
Ferguson said the move is also expected to change the customer base.
“I think we’re going to have more people in a younger age bracket,” she said.
The organization expects that demographic shift to influence merchandising decisions while requiring renewed efforts to build awareness of its mission.
“We are going to have to retell our story, because over the years we’ve built up quite a following of people who understand our mission in the northwest and the west side of Calgary,” she said. “They may not be as familiar here.”
She added that events, advertising and marketing will play an important role in introducing the organization to customers in its new neighbourhood.
Photo: Villages Calgary
Property sale marks end of long chapter
The sale of the existing building concludes a lengthy association with the property that stretches back more than four decades.
Ferguson said founder Erna Clippenstein initially operated the organization by selling self-help crafts from church to church before eventually establishing space inside a building owned with her husband.
Villages originally occupied only part of the main floor before gradually expanding throughout the property as other businesses closed and Clippenstein retired.
The organization later invested in maintaining the building, including repainting it in 2023 and completing other upgrades over the years.
Founded as a fair-trade certified retail outlet, Villages Calgary offers products from countries including Rwanda and Vietnam. Roughly 80 per cent of the store’s inventory is certified fair trade.
Originally independent, Villages Calgary later operated under the umbrella of the Mennonite Central Committee (MCC), which provided administrative support including HR policies and payroll. Prior to the COVID-19 pandemic, the MCC shuttered all of its own brick-and-mortar stores, allowing society-owned outlets like Villages Calgary to decide whether to continue independently.
