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“Canadian Tire takes on Giant Target”. Kristen Greene ( 200903075) Molly MacDonald (201006408) Shyla MacPhee ( 200905390 ) Ryan Smith ( 200905179) JD Snook ( 200905698). BSAD 432:22 Bobbi Morrison April 5 th , 2013. Canadian tire plan. ISSUE

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canadian tire takes on giant target
“Canadian Tire takes on Giant Target”

Kristen Greene (200903075)

Molly MacDonald(201006408)

ShylaMacPhee (200905390)

Ryan Smith (200905179)

JD Snook (200905698)

BSAD 432:22

Bobbi Morrison

April 5th, 2013

canadian tire plan
Canadian tire plan


  • TARGET opening 220 Canadian locations in 2013/2014


  • Canadian Tire attempting to reposition themselves in the market as they become under threat, we will analyze their repositioning through use of:
    • Target Market
    • Strategy Mix
    • Positioning
    • Initiatives
    • Implications to strategy mix
    • Conclusion
canadian tire s target market
Canadian tire’sTarget market
  • Canadian Tire has a large target market
  • Canadian tire is a retailer with a differentiated marketing strategy All stores owned by Canadian Tire, but all focusing on a different target market
    • They target: living, fixing, playing, automotive, sports, financial services and apparel
  • “A family of companies”
    • FGL Sports (Sport Chek, etc.), Mark’s Work Warehouse, Part Source, Gas bar, Financial Services and Canadian Tire Retail
target market cont d
Target market cont’d
  • Canadian Tire Automotive segment
    • Targets men drivers
  • FGL Sports
    • Sport enthusiasts of all skill levels
    • Eighty per cent of our customers are under 45
  • Mark’s
    • Largest retailer of men’s apparel and footwear in Canada
  • Financial Services
    • Complement the retail businesses across the Family of Companies
    • Canadian Tire Mastercard
  • Canadian Tire Retail
    • Focused oneveryday jobs and joys of customers
overall targets
Overall Targets

Future target market

  • With new smaller stores opening potential target market is the impulse shopper, time-pressed consumerslooking for convenience, faster shopping and more browsers, women and younger consumers
strategic mix product
Strategic Mix: Product

Categorizing the products:

Living! Fixing! Playing! Driving!

  • Wide array of products
  • New trend, new strategy
    • ‘Mini’ Big-Box
    • Outdoor recreation
    • Standalone Specialty Chains
strategic mix pricing
Strategic mix: pricing
  • Maintains a competitive pricing strategy
  • Focuses on everyday price competitiveness.
  • PRICE MATCH GUARANTEE – “We'll not only match any competitor's price, we'll beat it by giving you an additional 10% of the lower price in Canadian Tire 'Money’”
  • Future success and benefit
position in the marketplace
Position in the marketplace


Canadian Tire competitive position:

  • Main Competition –Indirect
  • All-purpose store (do-it-yourself)
  • Gradually moved away from auto-parts/specialists
  • New Entrants – Target
    • Why is Target a threat?
    • Dealing with Competitive Saturation




Canadian Tire


The Bay

position continued
Position Continued
  • Perception of the Consumer
  • Difficult to move away from “Warehouse image”
    • Retail outlet
    • Planned shopping centre
    • Unplanned business district
  • Attracting “extremist” Customers
  • New Specialty Stores: Emphasis on Quality
changing initiatives
Changing Initiatives
  • Focus on smaller versions of their stores in city/ urban centers
  • Position themselves away from new entrants/ competitors (Target)
  • Pilot separate chain of outdoor recreation stores and other specialty chains
initiatives and the target market
Initiatives and the Target Market
  • Differentiated marketing strategy
  • Smaller stores will target the impulse shopper, time-pressed consumer who are looking for convenience and faster shopping
  • Changing some of the controllable factors
implications for new strategy mix
Implications for NewStrategy mix
  • The new implications are relevant due to the:
    • Changes in consumer behavior
    • Increased pressure from competition
    • More specific product categories

Strategic Objectives

  • Strengthen core retail
  • Align all business units to reinforce the core
  • Build a high-performing organization
  • Create new platforms for growth
  • Pros outweigh cons
  • Change in market is essential with new competition
  • Timing and approach valid
  • With the change able to better achieve future aspirations (ie: 5-year financial plan, reach out to new target market and conduct objectives to increase future sales)