Business intelligence strategy at canadian tire

Enhance financial flexibility through capital and cost productivity. Explore new business growth opportunities. Pursue unexploited growth and profit opportunities in existing business.

Strengthen and accelerate growth and performance in CTR and the associate dealer network (DAN). This strategic goal was to be accomplished through four strategic imperatives: 1. Marks Work Warehouse was acquired in early 2002 and was a large retailer of casual and work wear for men and women at over 300 locations across Canada (known as Liquefier in Quebec).Д¬orporately, CT had completed a strategic plan in late 2002 that stated a clear corporate goal - to become a top quartile performer in our market sector as measured by total return to shareholders. Considered an Important, Integrated component of the overall strategy, ACT partnered with CTR to give customers discounts on store merchandise through the popular Canadian Tire Money loyalty catered to avid home mechanics and professionals. 3.Д¬anadian Tire Petroleum (ACT) consisted of more than 200 gas bars, 20 Simonizes car washes and 14 Pit Stop locations. Located In Wellhead, Ontario, and Burlington, Ontario, ACTS employed more than 1,300 people.

Additionally, ACTS managed the auto club, offered a variety of insurance and warranty products to more than six million customers and provided integrated support to CT stores, automotive service centers and online and telephone shopping businesses. Y responsible for managing the Canadian Tire Options Mastered program with over two million cardholders. 2.Д¬anadian Tire Financial Services (ACTS) was the financial services arm of CT and was primaril This structure also made CTR an unconventional retailer In the retail Industry since the associate dealers were CTR s main customers. As a group, they were important within CTR as It was through their Investment and community Involvement that CTR had grown throughout Its history. An associate dealer was the owner/manager of a CTR store. Each store was effectively three specialty stores under one roof: automotive, sports and leisure, and home products. Canadian Tire Retail (CTR) was one of the best-known Canadian retailers, with 390 associate dealers owning and operating 430 stores.

CT businesses were divided into five main groups: 1. More than 45,000 individuals worked at CT operations across Canada in more than 1,000 stores and gas bars. By 2003, their enterprise had grown into CT, a network of businesses including retail, financial services and petroleum operations. As the door swung closed on their meeting, Wine and Banks sat down to discuss how they might keep the plane In the air while rebuilding the engines.Д¬anadian Tire Corporation In 1922, John and Alfred Bibles, two brothers, opened a garage and auto parts store in Toronto, Canada. Nevertheless, the plane was still in flight and current needs could not be completely ignored. A massive change effort involving infrastructure, organizational structure and business processes across most of the business would be required. Over the last year, the IT group at CT had promoted a strategic initiative to deliver ell business value from business intelligence (81) over the next three years.

Business intelligence strategy at canadian tire