The Société des alcools du Québec (SAQ) has announced significant changes to its operations amid declining sales and shifting consumer habits. This includes the closure of five additional branches, bringing the total number of closures to eight for the year 2025. Several stores are set to be closed as their leases expire, as the SAQ pivots to implement new micro-agencies aimed at meeting the demands of modern consumers.
On March 11, 2025, the SAQ confirmed the locations of the closures, which will affect branches in Stanstead, Vieux-Hull, Baie-D’Urfé, Ville-Émard (Montréal), and rue du Campanile (Québec). Earlier announcements already included the shuttering of stores located in downtown Chicoutimi, Rivière-Bleue, and Brossard. The decision to close these outlets has been largely attributed to decreasing foot traffic, which has made them less viable. Jacques Farcy, the president and CEO of the SAQ, explained, "On le voit plus comme une réaction, un geste nécessaire que la SAQ doit poser," emphasizing the need for adaptation to current market conditions.
With the recognition of changing drinking habits, particularly among younger adults, the SAQ is launching six pilot micro-agencies starting in May 2025. These agencies will be strategically positioned within convenience stores and grocery outlets to provide more accessible purchase options. Each micro-agency will offer around 30 products, mainly focusing on ready-to-drink options, including wines and sparkling beverages. If successful, the SAQ plans to expand this initiative to as many as 100 locations across urban centers in Quebec.
While the SAQ introduces these innovative concepts to streamline service and respond to consumer preferences, the changes have raised concerns among employees and union representatives. Lisa Courtemanche, president of the Syndicat des employés de magasins et de bureaux de la SAQ (SEMB-SAQ), criticized the move, stating, "C’est une privatisation directe du réseau," highlighting fears of the SAQ steering toward privatization. She expressed frustration over the increasing involvement of private companies and delivery services like Uber Eats and DoorDash.
Farcy has reassured stakeholders by clarifying, "On doit s’assurer d’avoir un réseau qui répond aux besoins des clients," meaning the SAQ intends to control the service infrastructure and product offerings directly without relinquishing authority to external partners. The SAQ plans to collaborate with established delivery platforms to provide rapid access to their products, ensuring consumers can receive their selections mirroring the efficiency of food delivery.
The delivery pilot project is set to launch by June 2025, allowing customers to receive their orders within about one hour—a significant shift aimed at improving convenience for consumers who prefer not to visit stores. Farcy articulated the need for this innovation, recognizing the changing dynamics where many customers are reluctant to make the extra effort to shop at SAQ locations.
Despite the introduction of new selling points and conveniences, some community leaders are expressing concern about the imminent closings. Local representatives, such as Guillaume Cliche-Rivard, the MNA for Saint-Henri-Sainte-Anne, voiced their constituents’ frustrations and called for dialogue with the SAQ to explore possible alternatives. Cliche-Rivard hopes to advocate for local necessities and understand the decision-making process behind the closures.
Further complications arose from recent policy changes concerning American beverage imports, which the SAQ has removed from their shelves due to international trade tensions. This decision added to the pressures facing the agency at the same time as they shift their operational model. Farcy has confirmed, "Les bouteilles retirées étaient déjà payées," assuring consumers of financial transparency throughout the transition.
Looking forward, the SAQ intends to introduce 34 new traditional agencies throughout Quebec, aiming to service regions particularly focused on the Bas-Saint-Laurent, Gaspésie, and Chaudière-Appalaches. This effort reflects the agency's larger vision of adapting to modern market demand and enhancing its financial contribution to the provincial government.
Farcy has acknowledged the rigorous challenges associated with the closures, asserting, "J’aimerais plutôt vous appeler et faire des communiqués pour dire qu’on ouvre des succursales et que tout va bien, mais quand le contexte est un petit peu plus difficile, on doit s’adapter à ce contexte-là.” With these shifts, the SAQ is clearly attempting to carve out its relevance amid changing consumer landscapes and economic pressures.
By embracing micro-agencies and delivery options, the SAQ hopes to mitigate some declining sales trends. But reactions from citizens, workers, and local governments will continue to shape the fate of this initiative as community members adjust to the new realities of alcohol sales and distribution within Quebec.