Canadian Tire Case Assignment Social and Non-profit Marketing 1. What is Canadian Tire’s current image? Canadian Tire (CT) is one of the biggest retailer and service stores in Canada. In 1998 it had 430 associate stores and were operated by 388 dealers. They prefer to have associate dealers instead of the typical corporate owned business expansions.
Each mall contained an Eaton's store, or was in close proximity to an Eaton's store, and typically the mall itself carried the "Eaton Centre" name.” Eaton centre became Canada's dominate retailer, and its founder Timothy Eaton was one of the most well known people of time. Eaton's had a catalogue that was distributed around town to show there product and as Eaton centre grew and got bigger so did their catalogue and products.After seeing all the success that Timothy Eaton had other retailers tried to do the same. In the year 1907 Timothy Eaton sadly passed away, and the company “was succeeded by John Craig Eaton as President of the T. Eaton Co. Limited. The company’s success continued under Timothy’s heir.” John tried his best to keep the company running and stable just like Timothy Eaton, but as time went on and the demands of the economy changed John had to keep up. By the 1970s Eaton's was losing money because of their catalogue.
Canadians increasingly moved to cities and suburbs, purchased cars, and bought new products such as televisions and electric fridges at the shopping centre’s that began to appear. Ottawa had developed stronger trade and economic ties with Washington during the Second World War. During the second half of the 1940s, the Canadian- U.S. free trade agreement fell through. Canada prospered in the postwar period: Canada's Gross National Product (GNP) jumped from $11.8 billion in 1945 to $18.4 billion in 1950. However, the years up to 1950 were nonetheless a time of adjustment and a period when it wasn't apparent that financial stability would be permanent.
Specifically, the home improvement industry has contracted by 1.2% in 2009. Companies have responded by increasing sales promotions and discounting in order to grow their share of the declining market. This has increased competition and deferred new entrants. However, as the economy recovers, the industry is expected to grow at a forecasted compounded annual growth rate of 3% until 2014. The Canadian general merchandise retailing industry is highly competitive.
Corporate Overview Founded in 1970 with nothing more than an inspiration, a single copier, and a $5,000 loan from Bank of America (Funding Universe, n.d.), Kinko’s Inc. has grown to be a $2 billion operation and a leader in the copy/publishing services industry. Over the course of three decades, the face of Kinko’s and the markets which it serves has evolved significantly. In the 1970s Kinko’s began as a small network of partners that sold school supplies and provide copy services to college campuses in just under 100 locations. In the 1980s, Kinko’s expanded its services to include the local business segment which consisted of small and medium businesses. With just over 300 locations, Kinko’s offered these small businesses copying, printing, desktop publishing (DTP), mailing, Internet, and teleconferencing services.
Months later the two became partners. In 2000 American Apparel moved into its current factory in downtown Los Angeles where it continued to grow primarily as a wholesale business, selling blank T-shirts to screenprinters, uniform companies and fashion brands (American Apparel, 2012). After its success as a wholesale brand, the company moved into the retail market. The company was ranked 308th in Inc.'s 2005 list of the 500 fastest growing
j. Management employees earned US$ 50,000 on average, while hourly employees earned US$ 18,000 on average in 2001. k. Four types of domestic stores at WM in 2002: Discount stores; Supercenters; SAM’s Club; Neighborhood Markets. l. Five levels of operations: Corporate; Division; Region; District;
The Canadian Multiculturalism Act (multiculturalism policy within) has contributed significantly to forming the Canadian identity, has given Canada a competitive advantage in the global economy and enforces the concept of human rights. The emergence of multiculturalism in Canada dates back to the 1960s, a period of growing independence and self-expression in the province of Quebec. To address this change in thought and behaviour, the federal government created the Royal Commission on Bilingualism and Biculturalism. The following year Ukrainian-Canadians and other ethnic groups (making up 25 percent of the national population at the time) began demanding increased support for non-Anglo/Francophone citizens. It was only until 1971 that Prime Minister Pierre Trudeau decided to modify the bicultural assimilation model, previously used by the Royal Commission, to better suit the growing variety of cultures in Canada.
At that time "footwear in the US is a 40 billion dollar market and 5% of that is already being sold by paper mail order catalogs," Hsieh and Lin decided to invest $500,000 through their investment firm Venture Frogs. The company was officially launched in June 1999, under the original domain name "ShoeSite.com". A few months after their launch, the company changed their name from ShoeSite to Zappos (a variation of "zapatos," the Spanish word for "shoes") not to limit themselves to selling only footwear. After minimal gross sales in 1999, Zappos revenue in 2000 was $1.6 million. In 2001, Zappos more than quadrupled their yearly sales, bringing in $8.6 million.
Goals For the past two consecutive years Ganong Bros. Limited (GBL) have experienced a financial loss. Taking this into consideration, GBL’s primary goals are to restore the company profitability and increase revenues by fifty percent. Current Strategic Position Being Canada’s oldest confectionary company, GBL has positioned itself as a differentiator in the sugar confectionary and chocolate market because all of GBL’s products are made with great professional care, using only the finest ingredients. Therefore this strategic position allows GBL to offer a premium product and build a name for itself in boxed chocolates, competing against large Canadian firms, such as Moirs, Laura Secord, Smiles and Chuckles, Neilson and Lowney. Assessment of Current Situation External Factors Currently the Canadian domestic confectionary industry is in the mature stage.