September 22, 2026
Earlier this year, we learned that two Hershey Canada products were recognized by Product of the Year Canada as being the best in their class: Reese’s + Nougat won the Sweets & Treats category, and Hershey’s Dark bars won the Indulgent Treats category. Learning about this honor was especially sweet, because we couldn’t have done it without the input of consumers, who helped us tailor these products to the preferences of the Canadian market. This consumer-first approach is something we’re deeply committed to. It’s how we build relevance and trust, and it enables us to deliver products—and moments of goodness—that are uniquely Canadian.
I moved to Canada from Minnesota in 2012 and quickly learned that Canada’s cultural and geographic diversity shapes what people want. In snacking, consumers are looking for options that deliver indulgence, value, convenience and relevance to their everyday lives. They also engage with brands differently depending on region, season and occasion. Canadian consumers expect brands to understand their local context. Success isn't simply about bringing global products into the market and telling Canadians what they want. Our job is to listen, learn and create products and experiences that reflect what matters most to them.
How we listen and learn at Hershey Canada
We use a combination of consumer research, shopper insights, retail data, trend analysis and direct collaboration with our retail partners to understand how Canadians shop and snack, and we develop many of our products accordingly. We recently strengthened those capabilities with the Canadian Customer Insights Centre, which helps us better understand shopper behaviour and collaborate with customers on growth opportunities.
What innovation looks like in Canada
A number of Hershey products have a special relevance in Canada because they are distinctly ours. OH HENRY! is at the top of that list, with a unique and enduring place in Canada's confectionery landscape. I like to think of it as the country’s crown jewel of confection. Other brands and products with local roots and deep consumer loyalty include BROOKSIDE Chocolate, which is made in Canada; CHIPITS baking products, which are the baking chip of choice in Canada; EAT-MORE dark toffee peanut chew candy bar; and GLOSETTE chocolatey-coated raisins.
We also tailor certain Hershey products that were developed elsewhere so that they fit the preferences of Canadians. That’s how our Product of the Year Canada winners came about. Reese’s + Nougat is the same as Reese’s Fast Break, which is sold in the U.S. However, before launching the bar in Canada, we did a fair amount of consumer research and learned Fast Break didn’t resonate here. Our consumer testing suggested Canadian consumers preferred a title that conveyed more information, so we changed the name. Hershey’s Dark bars, including Classic, Almonds & Caramel and Almonds & Coffee, were also developed specifically for the Canadian market, based on consumers’ preference for a darker chocolate flavour, and have resonated strongly with Canadian consumers. Recently, we launched Reese’s Cookies ‘N Crème, combining two top-selling brands into one indulgent treat, and the response has been fantastic. Even our Hershey’s Milk Chocolate bars are subtly different in Canada. Consumer insights indicated a preference for a slightly darker and creamier chocolate profile, that’s why this bar is a little different than what you find elsewhere.
Partnerships also take on their own local flavour. While our Pokémon collaboration exists globally, the team here focused on creating an experience specifically for Canadian consumers, including a dedicated digital collection platform, experiential activations at CF Toronto Eaton Centre, retailer partnerships and fan engagement opportunities. I’m really proud that Hershey takes this approach on a broad scale. Global brands provide scale and recognition, but relevance comes from understanding how those brands can connect with local consumers in authentic ways.
Why listening matters
The best innovations don’t start in a boardroom. They start by listening. Our purpose at Hershey is to make more moments of goodness, and to achieve that, we must understand what consumers are looking for. Often, the messages we hear are subtle. Regardless, we know that when consumers see products and experiences that reflect their needs and preferences, it sends a clear message: their voices matter. That’s because we’re not simply bringing products to market. We’re paying attention to how people live, what they enjoy and how their needs are changing. We believe that listening is one of the most powerful things any company can do, because it demonstrates respect for the people we serve. To learn more visit Hersheyland.ca
Sean Martin is General Manager, Canada, at The Hershey Company, where he has built his career through a series of leadership roles across the business. Based in the Greater Toronto Area, he leads Hershey’s Canada organization, helping drive growth, commercial excellence, and brand development in one of the company’s key international markets. His experience spans sales, customer leadership, business strategy, and market execution, with a strong focus on building high-performing teams and delivering sustainable business results.