Canada’s Dollarama (DOL.TO), beat quarterly sales and profit estimates on Wednesday, as consumers favored discounted alternatives for household supplies and groceries amid domestic economic uncertainty.

Toronto-listed shares of the company rose nearly 9% after CEO Neil Rossy said that the company will continue to hold on its current price “for as long as possible” and adjustments to product prices will be a “last resort.”

Canadian consumers are relying on cheaper offerings across categories, ranging from pantry staples to cleaning supplies, as they curtail household spending amid economic uncertainties, benefiting dollar store operators like Dollarama.

A price hike would likely curtail demand, and Dollarama said it expected to take a margin hit from counter tariffs imposed by Canada on a portion of goods from the United States.

About 53% of the products it sells were procured from North American vendors while other overseas imports accounted for 47% of total procurement.

Dollarama reported comparable store sales of 4.9%, above estimates of 3.4% in the quarter ended May 4, according to data compiled by LSEG.

First-quarter net sales of C$1.52 billion ($1.11 billion) narrowly beat analysts’ estimates of C$1.5 billion.

The company’s net earnings per share of 98 Canadian cents beat analysts’ expectations of 84 Canadian cents.

Dollarama also reaffirmed its annual comparable sales expectations of a 3% to 4% rise.

However, TD Cowen analyst Brian Morrison sees a potential for Dollarama to raise its forecast in the second half of the fiscal year, saying that the company continues to “underpromise and overdeliver.”

In the U.S., off-price and discount retailers have painted a mixed picture as American consumers have turned cautious and limited their purchases.

Dollar General (DG.N), and Dollar Tree (DLTR.O), raised their annual forecasts while Ross Stores (ROST.O), withdrew its fiscal 2025 forecasts.

($1 = 1.3682 Canadian dollars)

Author Credits- Neil J Kanatt
Reuters

DHL Group (“DHL”) has announced plans to invest more than EUR 500 million in the Middle East, with a strategic focus on the rapidly expanding Gulf markets of Saudi Arabia (KSA) and the United Arab Emirates (UAE). This investment, set to take place between 2024 and 2030, underscores DHL’s commitment to the region and its importance for the future of global trade. DHL Group’s Strategy 2030, launched in 2024, prioritizes growth regions and geographic tailwinds generated by shifts in global trade.

The investment spans all four DHL divisions – DHL Express, DHL Global Forwarding, DHL Supply Chain, and DHL eCommerce – and will significantly strengthen the region’s logistics backbone.  By enhancing infrastructure, expanding networks and capacity, and elevating service capabilities, DHL aims to empower businesses operating across and with the Middle East to capitalize on growth opportunities from trade, ensuring support and resilience for customers as they navigate evolving market demands. The company’s divisions provide a broad portfolio of logistics and transportation services to customers in the Middle East, including express parcel delivery, air, ocean and overland freight, warehousing, fulfilment and distribution, customs brokerage and specialized operations for sectors such as life sciences, healthcare, e-commerce and battery logistics.

“The region of the Gulf Cooperation Council (GCC) is rapidly emerging as a global logistics and innovation hub,” said John Pearson, CEO of DHL Express. “Our investment reflects the region’s increasing strategic importance in connecting Asia, Europe, and Africa, and our commitment to supporting its transformation into a catalyst for regional and global trade. DHL Express is seeing dynamic growth and export potential in the region’s e-commerce sector, for example, which is providing opportunities for entrepreneurs and smaller businesses to expand their offering to global markets.”

Supporting FDI, exports and building supply chain resilience

The Middle East is emerging as a vital trade hub, facilitating commerce between Asia, Europe, and the US while serving as a gateway to Africa. The region is witnessing growth not only due to attracting investments from multinationals expanding their operations but also because Gulf- and Middle East-based businesses are growing and increasing their exports. DHL’s services, the local and global expertise of its team, and the flexibility offered by the company’s extensive transportation and warehousing network and digital platforms, automation and technologies help businesses build supply chain resilience at a time of heightened volatility and uncertainty in global trade.

Hendrik Venter, CEO of DHL Supply Chain, Europe, Middle East & Africa, added, “DHL Supply Chain has actively expanded in Saudi Arabia and UAE in recent years, recognizing the positive economic development, the increasing maturity and sophistication of supply chain operations in the region and the growing demand for specialized, outsourced logistics support. With a strong focus on the energy sector, life sciences, healthcare, and technology, we are poised to take advantage of our contract logistics expertise to meet the unique needs of our customers and drive innovation in these critical areas.”

Amadou Diallo, CEO of DHL Global Forwarding, Middle East & Africa, remarked, “This investment underscores our confidence in the Middle East’s economic trajectory and our continued commitment to be ahead of the curve in digital capabilities and sustainable transportation for our customers. We also consistently aim to find entrepreneurial freight forwarding solutions that build supply chain resilience, keep their goods flowing and help them to uncover growth opportunities in a world that is characterized by uncertainty and volatility. By expanding our operations, we will be even better positioned to support our clients in navigating the complexities of international trade and logistics.”

DHL Group recognizes the growing opportunities in the energy sector, encompassing traditional oil and gas as well as renewables and electrification. The company also sees potential in the life sciences and healthcare markets, alongside the burgeoning e-commerce landscape. For example, The Kingdom of Saudi Arabia (KSA) is experiencing a strong inbound market for B2C, especially with high-end goods, driven by ongoing tourism initiatives and events.

Targeted investments in quality, capacity and efficiency

The investments will focus on the following areas across DHL’s business units:

• DHL Express: Investments will be made in hub and gateway facilities, as well as enhancing aviation capacity to improve service efficiency and delivery speed.
• DHL Global Forwarding: The company will expand its overall presence in the region, invest in its fleet – including electric trucks – and pursue joint venture initiatives such as the recent joint venture with Etihad Rail to enhance connectivity and logistics capabilities.
• DHL Supply Chain: There will be an expansion of the contract logistics offering in both the UAE and KSA, which includes increasing warehousing capacity, upgrading equipment, and integrating advanced technology to optimize operations.
• DHL eCommerce: The acquisition of the delivery provider AJEX in Saudi Arabia will enhance DHL’s e-commerce capabilities, facilitating better last-mile delivery services in a rapidly growing market.

DHL is also committed to sustainability, investing in alternative fuel, and electric delivery vehicles, aviation fuels in air freight and biofuels for road and ocean freight, as well as solar energy and clean power for facilities. This commitment ensures that supply chains become more sustainable, and customers achieve their net zero ambitions. This is aligned with the agenda of governments in the region to lead on environmental sustainability.  DHL aims to implement best practices in logistics and innovation, strengthening its longstanding position as a leader and investor in the talent and economic potential of the Middle East.

News Credits- DHL Group

RIYADH: Saudi Arabia’s e-commerce sales using Mada cards increased by 57 percent in April compared to the same month last year, hitting SR23.27 billion ($6.2 billion).

Data by the Saudi Central Bank, also known as SAMA, shows online transactions through Mada exceeded 132 million for the month, up 40.75 percent year on year, reflecting a substantial increase in consumers shopping via websites and mobile apps.

These figures include purchases made online using linked debit cards and e-wallets, but they do not account for credit card transactions processed through international networks such as Visa or Mastercard.

Mada, formerly known as Saudi Payment Network, is the Kingdom’s national electronic payment system, connecting all ATMs and point-of-sale terminals to a central payments switch.

It enables debit and prepaid card services for millions of Saudis, allowing them to pay both in stores and online using funds directly from bank accounts. Importantly, Mada transactions utilize near-field communication technology for secure, contactless payments, meaning shoppers can simply tap their card or smartphone at terminals for instant checkout.

This system has become a cornerstone of Saudi Arabia’s push toward a cashless economy, ensuring fast and secure transactions at physical retail locations and on e-commerce platforms. The accelerating uptake of Mada-enabled digital payments highlights growing consumer trust in online shopping and the success of national efforts to modernize the payments ecosystem.

In-store sales plateau as online spending soars

Despite the e-commerce boom, in-store point-of-sale transactions showed contrasting trends in April. The total value of POS purchases at physical retail outlets slipped to SR52.22 billion, marking a 1.38 percent decline year on year according to SAMA data.

This slight drop in sales comes even as the number of POS transactions climbed by around 11.6 percent to 891.5 million over the same period. In other words, Saudi consumers made significantly more card payments in person than a year ago, but were spending slightly less per transaction on average.

SAMA’s figures indicate over 2 million POS terminals are now deployed nationwide to facilitate card payments — a network 16.37 percent larger than a year ago, reflecting the Kingdom’s drive to expand electronic payment acceptance among businesses large and small.

This divergence — higher transaction counts but lower total POS value — suggests a behavioral shift as digital payments become frequent for everyday purchases. With contactless “tap-and-go” cards and mobile wallets now the norm, consumers are using cards for smaller, frequent buys like groceries or coffee.

This has driven up transaction volumes while curbing the average ticket size of each sale. Indeed, nearly all card swipes are now contactless; about 94 percent of in-store card transactions in Saudi Arabia are made via NFC, whether through a physical card, smartphone, or smartwatch, according to SAMA.

The convenience of tap-to-pay has encouraged people to rely less on cash even for low-value items, contributing to the surge in POS transaction counts.

Another factor influencing the year-on-year comparison is the timing of Ramadan and Eid shopping. In 2024, the holy month of Ramadan and the Eid Al-Fitr festival fell largely in April, boosting retail spending in that period.

In contrast, Ramadan in 2025 fell mainly in March, pushing POS sales to about SR66 billion that month. As a result, April 2025 didn’t see the same holiday-related boost, which likely played a role in the softer in-store sales figures, even though the overall trend in electronic transactions continues to grow.

Categories like food & beverages and dining — which according to SAMA data were the top two POS spending sectors in April at around SR7.7 billion each — continue to dominate physical sale, but their growth may have been tempered without the late-Ramadan rush present a year ago.

Fintech innovation

The growth is also being fueled by new services and partnerships. In April, SAMA signed an agreement with Google to launch Google Pay in Saudi Arabia using Mada’s payment infrastructure.

Expected to roll out later in 2025, this integration will allow users to add their Mada-linked debit cards to Google Wallet for seamless tap-to-phone payments and online purchases, further expanding the mobile payment options available to consumers.

This follows earlier introductions of Apple Pay and local mobile wallets, meaning Saudi shoppers will soon have a full suite of global and domestic smartphone payment apps at their disposal.

Such developments not only offer greater convenience but also help normalize cashless spending across all demographics — including younger, tech-savvy consumers who favor using their phones and wearables to pay.

Author Credits- DAYAN ABOU TINE
ARAB NEWS

Online shopping in South Africa is surging, with Temu and Shein dominating the market. According to a recent DM News story, these platforms have reinvented the concept of convenience.

Their “instant gratification infrastructure” has turned shopping into a tempting cycle where patrons are fascinated. They simply scroll, tap, buy, and they have the product they want. They avoid many of the problems faced by regional competitors like Woolworths and Pick n Pay, thanks to AI-driven marketing, highly integrated supply chains, and a network of global shippers.

Their digital advertising resources exceed those of regional products, attracting South Africa’s social media-expert consumers. Even with some challenges, such as inferior quality or poor customer service, younger buyers are principally drawn to the affordability and the visual appeal.

Can local retailers pivot?

The supremacy of Shein and Temu is driving homegrown sellers to face hard realities involving dexterity and value. While the latest regulatory modifications, like the July 2024 move to enforce full import taxes on these platforms, have facilitated levelling the playing field, it’s not enough to recover lost ground.

What could have made the difference? A combination of global competence with local distinction. New South African markets and bazaars are coming out and evolving, fixated on purposely-selected, culturally-relevant products with reliable delivery and clear-cut procedures. Legacy stores still have an advantage in areas such as returns, customer service, and physical infrastructure, if they lean into them while espousing digital conversion.

Beyond price and toward trust

South Africa’s retail future is more than just about price wars. Buyers have become more cognizant of ethical issues, about sustainability, and how products and processes impact local communities and the environment. This provides a chance for local retailers to grab customers’ hearts by highlighting accountability and responsible sourcing, ethical labour practices, and transparent guidelines.

Amazon’s 2024 South African promotion provides a convincing counter-model. More than 60% of its catalogue came from local retailers, allowing for quicker distribution and tighter customer response circles. It’s a cue that scale doesn’t have to mean foreign. In truth, “embeddedness” might become South Africa retail’s next great catalyst.

The rise of Shein and Temu may appear like an enormous threat, especially to local retailers, but it’s also a wake-up call. South African sellers still have a huge chance of adapting, innovating, and reclaiming consumers’ confidence and trust. However, the clock is ticking.

NEW YORK – Pharmacy chain Walgreens and reality star turned entrepreneur Kourtney Kardashian are among those picking over the remaining assets in Rite Aid’s bankruptcy, according to two people familiar with the matter.

In addition to Walgreens (WBA.O), brand management companies Authentic Brands Group (AUTH.N), WHP Global and Marquee Brands have been evaluating Rite Aid’s intellectual property and potentially its loyalty program, according to the people who asked not to be named because the process is private.

All three brand management companies have bought the IP of other retailers out of bankruptcy.

Authentic Brands, which owns Reebok and is a Saks Fifth Avenue investor, bought the IP of fast-fashion chain Forever 21 and luxury seller Barneys out of bankruptcy. WHP Global resurrected Toys “R” Us following its 2017 bankruptcy, while Marquee acquired fashion retailer BCBG Max Azria Group out of bankruptcy.

Kardashian, co-founder of gummy vitamin maker Lemme and owner of wellness and lifestyle website Poosh, has expressed interest in Rite Aid’s ice cream brand Thrifty, the people said.

Rite Aid, which operates about 1,200 stores and has around 8 million customers, filed for bankruptcy in May for the second time in two years.

U.S. Bankruptcy Judge Michael Kaplan already approved store closures and a sale of customer prescription files to 13 buyers including CVS Health (CVS.N), opens new tab and Walgreens.

Brand management firms like Authentic, Marquee and WHP typically buy a brand’s IP and then license it to operating partners which have the manufacturing, design and sales responsibilities.

The pharmacy chain’s Thrifty ice cream brand is sold by the scoop at counters in certain Rite Aid locations or by the carton at Rite Aid and other retailers nationwide. Thrifty launched in 1940 at a small factory in West Hollywood and counts several celebrities as customers, including Kardashian, who could buy the brand by herself or with a partner, the people said.

Some consumer-focused private equity firms are also eyeing Thrifty, the sources said.

Rite Aid, Walgreens, Authentic Brands, and WHP declined to comment. Marquee Brands and representatives for Kardashian did not respond to requests for comment.

The current bid deadline for the remaining assets is June 18 at 5 p.m. ET (2100 GMT).
Pennsylvania-based Rite Aid has struggled under a high debt load, inflationary pressures and increased competition.

Author Credits- Abigail Summerville
Reuters

Evri is planning to hire 5,000 couriers in a fresh recruitment drive as the parcel giant takes on rivals after entering the business letter market.

The Yorkshire-based firm recently announced it was joining forces with DHL’s UK ecommerce arm to form one of the country’s biggest delivery firms.

It said the new roles would bring its total self-employed courier network to 33,000, its highest number.

The roles will be available throughout the UK, with a focus on regions including Plymouth, Bury, Hastings, Dover and Scarborough.

About 1,000 of the new jobs will be permanent, while the rest are set to be flexible positions to cater to the typically busy summer months and other peak periods for deliveries.

Couriers who commit to working five or more days a week, including Saturday and Sunday, are also given the chance to opt in to its revamped “Evri Plus” scheme, which includes paid holiday and automatic enrolment into a pension scheme.

Evri, which was previously part of the Hermes parcel group, was bought by US private equity firm Apollo for around £2.7 billion last year.

It announced plans last month to merge with rival DHL’s UK ecommerce business to create a combined company set to deliver more than one billion parcels and one billion letters each year.

Evri, which was previously part of the Hermes parcel group, was bought by US private equity firm Apollo for around £2.7 billion last year.

It announced plans last month to merge with rival DHL’s UK ecommerce business to create a combined company set to deliver more than one billion parcels and one billion letters each year.

The deal means Evri will enter the UK business letter market for the first time, bolstering its competition to Royal Mail.

Evri has spent £32 million on improving its customer service offering and has seen an improvement in its ratings over recent years, but has said there is “more to do” to improve with customers continuing to report delivery issues.

Chief executive Martijn de Lange said: “We know that service, reliability and quality are critical factors for our clients and consumers, and so by expanding our self-employed network further, we remain focused on delivering in each of those areas.”

Couriers typically earn about £20.90 an hour on average, according to Evri.

Author Credits- Anna Wise
msn

Emirates Logistics is expanding its services into Kenya with the construction of a state-of-the-art facility at Tatu City Special Economic Zone (SEZ), located 30 minutes from Nairobi, that will support the growth of the company’s clients across Sub-Saharan Africa.

Construction is set to begin this year and will join Emirates Logistics’ global network of owned warehousing, offices and transportation fleets spanning 15 countries in the Middle East, Africa and Asia.

“We are proud to strengthen our presence in Kenya with our expansion to Tatu City, reinforcing Emirates Logistics’ global footprint of comprehensive logistics capabilities,” said Steven van der Vliet, chief commercial officer, Emirates Logistics. “This new strategic facility is part of our broader commitment to offering world-class infrastructure in key growth markets.

“Being located at the heart of Kenya’s economic engine allows us to deliver flexible, seamless and tailor-made logistics solutions that empower both our existing and new customers to thrive.”

Tatu City is a 5,000-acre new city with homes, schools, offices, a shopping district, medical clinics, nature areas, a sport and entertainment complex and manufacturing area for more than 250,000 residents and tens of thousands of day visitors. Tatu City is Kenya’s first operational Special Economic Zone, providing reduced corporate taxes, zero-rated VAT and import duty exemptions, among other benefits.

Author Credits- HAZEL KING
Parcel and postal technology INTERNATIONAL

Procter & Gamble announced on Monday the appointment of Craig Arnold to its board of directors, effective June 9.

A former chairman and chief executive officer of Eaton Corporation, Arnold led the company from 2016 to May 2025, incorporating renewable energy solutions and digital technologies into Eaton’s portfolio, as well as driving significant revenue and margin expansion.

Prior to being CEO, he served as the company’s president and chief operating officer, overseeing strategy and operation, and from 2009 to 2015, he served as vice chairman and chief operating officer of Eaton’s Industrial Sector.

Arnold began his career at General Electric, where he held roles across the appliances, plastics and lighting businesses, and in territories such as Asia, Europe, the Middle East and North America.

In addition to P&G, ​Arnold currently serves as the lead independent board director for Medtronic, and is on the board of the United Way of Greater Cleveland and the Salvation Army of Greater Cleveland.

“Craig’s depth of global experience, expertise managing diversified portfolios, and proven track record in innovation management and operational excellence will contribute valuable perspective to our efforts to better serve consumers and customers and grow markets,” said Jon Moeller, P&G’s chairman of the board, president, and chief executive officer.

​Earlier this mont, the U.S. consumer goods giant said it plans to cut 7,000 jobs over the next two years, as it battles an uncertain spending environment, hurt in part by U.S. tariffs.

The company said it also plans to exit some product categories and brands in certain markets, including some potential divestitures, as part of the broader two-year restructuring plan.

Author Credits- Benjamin Fitzgerald
FASHION NETWORK

PARIS/LONDON  – L’Oreal (OREP.PA), has agreed to acquire a majority stake in British skincare brand Medik8, boosting the French cosmetics giant’s position in the fast-growing dermatological skincare market.

Neither L’Oreal nor UK-based private equity firm Inflexion, which is selling the stake, disclosed the terms of the deal in separate statements on Monday.

A person with knowledge of the situation said the deal puts Medik8’s enterprise value at around 1 billion euros.

“This acquisition further strengthens L’Oreal’s luxe portfolio, adding a premium science-backed skincare brand with a proven track record of success, with strong potential for global growth,” L’Oreal said in its statement.

Sales growth at L’Oreal’s luxury division, its second largest which houses MiuMiu perfume, Lancome skincare and Aesop cleansers, slowed to 2.7% last year as higher inflation prompted shoppers to opt for less expensive brands.

That was the lowest growth of all of L’Oreal’s segments, but outpaced the beauty division of luxury rival LVMH.

Inflexion will retain a minority shareholding in Medik8, which focuses on vitamin A-based anti-ageing creams and serums, although L’Oreal has secured rights to buy out minority shareholders in full.

News Credits- Reuters

BRISBANE — Teys Investments Pty Ltd and Cargill announced that a wholly owned subsidiary of Cargill has agreed to purchase all of the issued share capital of Teys Investments from the Teys family shareholders. As a result, Cargill will increase its ownership stake to 100% of Teys Australia and Teys USA (Teys), two of the primary operating companies which are currently jointly owned by Teys and Cargill.

With a diversified family shareholder base, the Teys family has decided it is the appropriate time to transfer the family’s interest to Cargill, a partner shareholder for the past 14 years and global leader in the food and protein industries.

The transfer of ownership provides continuity for Teys’ people, partners and producers, and will ensure that it continues to serve as a leading provider of healthy, high-quality Australian beef products and a buyer of Australian livestock destined for local and international customers.

“My grandfather started this business more than 75 years ago with his brothers, and the family values of integrity, quality and honesty have stayed constant as we’ve evolved into the global food brand we are today,” said Teys Executive Chairman Brad Teys.

“The Teys family is immensely proud to have grown our business into a premier provider of beef to our customers and Australian families. Cargill has been instrumental in our transformation into a world-class food company. We are confident they are the best owner to grow the business into the future.”

“As family-owned businesses, both Cargill and Teys share the same commitment to nourishing Australia and the rest of the world in a safe, responsible and sustainable way,” said Jon Nash, Executive Vice President and Leader of Cargill’s Food Enterprise.

“We are grateful to the Teys family for this opportunity to continue working alongside Australian livestock producers, who are pivotal to the agricultural supply chain, and to assure the delivery of high-quality and nutritious beef to family dinner tables across the country and globe.”

Completion of the change of ownership is subject to certain customary conditions precedent, including applicable regulatory approvals, and is expected to complete in the second half of 2025.

Cargill will name a new CEO of Teys in due course and work closely with Brad Teys to ensure a seamless transition.

About Cargill

Cargill is committed to providing food, ingredients, agricultural solutions, and industrial products to nourish the world in a safe, responsible, and sustainable way. Sitting at the heart of the supply chain, we partner with farmers and customers to source, make and deliver products that are vital for living.

Our approximately 160,000 employees innovate with purpose, providing customers with life’s essentials so businesses can grow, communities prosper, and consumers live well. With 160 years of experience as a family company, we look ahead while remaining true to our values. We put people first. We reach higher. We do the right thing—today and for generations to come.

About Teys
Since 1946, Teys has been delivering the best Aussie beef to our customers in Australia and around the world. Today, we offer a wide range of fresh beef, multi protein and value added product solutions for retail, foodservice or manufacturing. For more information, visit Au.teysgroup.com.

News Credits- Perishable News.com