"Price Before Politics"

The missed opportunity for Maritime Businesses

A new survey from One Twenty Three West and Innovative Research Group delivers a clear message: for many Canadian consumers, price still outweighs patriotism. In a landscape shaped by inflation and rising costs, 23% of Canadians say they’ll buy Canadian-made products only if the price matches U.S. alternatives. This “Price Before Politics” group—mostly 45+, with lower incomes and education—challenges the assumption that national loyalty automatically translates into consumer loyalty.

For Maritime businesses, this isn’t just a trend—it’s a strategic signal demanding attention.

The Loyalty Blind Spot

In Atlantic Canada, many businesses continue to position “local” and “Canadian-made” as premium values. But the data reveals a tension: consumers want to support domestic products, yet economic pressures push them toward affordability. That internal conflict leads to hesitation—and often, lost sales.

Businesses that fail to factor in price sensitivity risk missing the mark, particularly in key sectors like food and beverage, retail, and tourism. The market is evolving, and so must our approach to what “support local” truly means.

A New Strategic Lens for Maritime Brands

1. Know Your Audience Segments A universal message won’t cut it anymore. For value-driven segments like “Price Before Politics” and “Conflicted Canadians” (especially present in the Maritimes), affordability and practicality win. Premium storytelling still resonates with niche audiences—but they are not the majority.

2. Operational Alignment Is Essential Businesses need to look inward and assess whether internal processes and supply chains are structured to deliver competitive pricing. Streamlining operations, reducing overhead, and reevaluating procurement can make local products more price-accessible—without compromising quality or brand.

3. Agility Over Assumptions In today’s market, strategic agility matters more than fixed assumptions. Temporary leadership support, external expertise, and cross-functional collaboration can help organizations adjust to fast-changing consumer behaviours—especially when internal capacity is stretched thin.

4. From Strategy to Execution It’s not enough to update messaging or branding; tactical follow-through is critical. Businesses must be equipped to translate insight into action—whether that means testing new pricing models, launching targeted campaigns, or revisiting product offerings.

What This Means for Sector Champions

For regional organizations like Saveur NB, Food Island Partnership, and Taste of Nova Scotia, the implications are equally important. “Conflicted” and “Detached” consumer groups—often younger, price-conscious, and present across the Maritimes—require a shift in strategy. Outreach efforts must reflect economic realities, not just aspirational messaging.

Programs that ignore affordability risk losing relevance.

Local Must Also Be Logical

Success won’t come from louder calls to “buy local”—it will come from making local the logical choice. That means:

• Aligning price with value

• Restructuring operations to stay competitive

• Communicating with clarity, not just pride

• Adapting quickly to shifting consumer dynamics

As Jared Gill from One Twenty Three West noted, “Canadians, especially in the post-tariff landscape, are more divided than we may realize.” Understanding those divisions—and responding with clarity, flexibility, and purpose—could be the key to unlocking sustainable growth for Maritime businesses.

Let’s talk about how Portfolio can help your business shift from assumption to action. Whether it’s a sector-wide reset or a company-specific pivot, we have the strategy—and the people—to help you navigate the complex realities of today's consumer landscape.