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Canadian Tire Consultant Report

Canadian Tire Consultant Report

Consumer behavior takes into consideration different reasons including social, psychological, personal and situational aspects because it is an important factor in business. The reason as to why many potential clients shop for tire products and utilize them while in some cases, the company clients are behind the trend for consumer behaviors (Hoyer & MacInnis, 2008).

Client behavior principles are equally applicable in decision making process by top management and in the segmentation areas of a company, marketing mix development, environmental analyzing and positioning. The principles of client behavior create an effect and cause connection between top management and decision making aspects under some situations (Hoyer & MacInnis, 2008).

The service as a guide towards significant thoughts and actions hence the management creates vital essential decisions to ensure company success. The consumer behavior principles in the case of Canadian Tire Corporation form the statements of essential truth basing on the logic, facilitating the provision of guidelines for effective decision making and effective management actions (Hoyer & MacInnis, 2008).

Canadian Tire approach to sustainability issues is beyond green initiative, segmentation issues and the issue of client satisfaction are currently embedded in the way in which business is operated (Hoyer & MacInnis, 2008). The sustainability method of the corporation enables the company to achieve more profitability, innovation as well as growth in three main environmental issues including waste and product and services, climate and energy.

There is increased profitability when it comes to energy and climate in business without necessarily having a corresponding increment in the country’s net carbon footprint. Waste on the other hand as an issue considers elimination of unnecessary packaging as the company sends zero waste to landfills. Products and services offer the company a wide range of innovative products and services to address the needs of clients without compromising the needs of future generations (Hoyer & MacInnis, 2008).

The strategy used by the company involves the exploration of the value chain extended with the lifecycle of its products including transportation of merchandise to stores, eventual disposal of products, product sourcing and recycling as well as design and running of the corporation (Hoyer & McInnis, 2008). This is the most ideal strategy because it is energy efficient and cost efficient. The result should therefore be a method to enhance the enterprise while directly benefiting clients and the environment.

Canadian Tire’s History

The Canadian Tire Corporation is one of the retail companies in Canada that have handled automotive, home products, leisure and sports products successfully. The company’s retail operations include Canadian Tire, core retail and automotive service operation, Mark’s Work Warehouse, PartSource, FGL, auto parts and retailing accessories (Kearney & Ray, 2009).

The company headquarter is located in Toronto-Ontario and is famed for its Canadian Tire money, a loyalty program that was introduced in 1958. The company has also been working on developing growing network interrelated as well as creative businesses thus achieving exemplary results via its incredible workforce.

The company enables many Canadians to make an incredible start in their daily operations/life via essential services and products. Many clients of the company fill their cars with gas, shop in retail shops belonging to the company and choose the most ideal items in gas bars (Kearney & Ray, 2009). Clients also get access to the corporation’s automotive parts at PartSource thus making the most of the globally accepted MasterCard with the advantage of the Canadian tire money.

As one of the leading retailers in the country, Canadian Tire Corporation is aided by franchises, associate agents and dealers who operate the flagship of the Canadian Tire Chain. This includes more than four hundred and fifty company stores in the country (Kearney & Ray 2009). On regular basis, the stores offer a wide range of services and accessories, automotive parts, leisure and sports products as well as household products.

85 percent of Canadians that live about 150 minute drive away from the store and 40 percent shop at the company weekly. The Canadian Tire petroleum unit is the top Canadian independent gasoline company in the region with about 250 gasoline filling stations (Pederson, 2005). Canadian Tire Financial Services on the other hand manages and funds the program of Canadian Tire Options MasterCard, with more than 3 million card holders at the moment.

The company is also a leading national institution with the ability to reimburse its own cash celebrated on the country’s postage stamp and it has managed to win the country’s Order of Canada treated as the highest integrity (Pederson, 2005). By 1999, the company’s revenue has managed a record of CAD 4. 73billion under Bachand leadership.

Additionally, sales oversaw the introduction of a new next store format generation by the corporation tailor made for ease of navigation by clients and it featured development with more enhanced kitchen, upscale hardware and other merchandise lines (Pederson, 2005). Part of the purpose of the transformation was to attract more female clients. All the stores of the company were designed by the year 2001 and 2002 and they featured the new format with other existing stores being retrofitted into the next generation stores.

By 2002, 451 outlets of the company featured one of the attractive store formats (Pederson, 2005). The company in 2000 officially launched its website and by the end of the year, it became the country’s leading online retail destination. In one of the moves that came as a surprise to many, the company acquired Mark’s Work Warehouse for CAD 110.8 million in February 2002.

The warehouse under the company functioned as one of the most successful separate business entities (Pederson, 2005). The warehouse’s addition also generated more revenue for the company by the year 2003 with its profits ballooning to CAD 241. 3 million representing an increase of 22 percent per year.

Company clients are also in a position to base on their years model, brand and tire size as well as creation of a wheel package as well as the chosen tire (Kearney & Ray, 2009). The company site also features product details, enhanced comparison of product ability as well as a unique directive duty designed to guide potential clients with an online store preference via purchase process.

The installed tires, balanced as well as riding on different tire stores in Canada are supported by a state tire warranty program (Kearney & Ray, 2009).

Main Product

The company’s main products include branded merchandise items with Canadian specifications. The recognized product line that the company handles includes SuperCycle such as BluePlanet and Mastercrafts that are mainly ecofriendly housecleaners, CFL bulbs with other ecofriendly items and general household products. They also include electrical lighting hardware, MotorMaster and products including tires, batteries and other essential automotive merchandise (Plunkett & Plunket Research, 2008).

Canadian Tire’s Online Store

The Canadian Tire company online store was among of the company’s introduced in November 2000 by the corporation. This is where Canadian clients are in a position to place orders for their preferences online (Trites & Pugsley, 2002). On noticing that its online clients are no longer interested in online shopping on 1st January 2009, following mortar and brick stores cases, the corporation decided to end its online sales through an announcement.

This was to be effected by end of January 2009. With the renewal the corporation’s focus on some of the vital automobile products, the company counts on the sales of its tires to ensure its e-commerce success. The online strategy is also considered fraught because of logistical hitches (Trites & Pugsley, 2002). This also includes heaviness of the products as it necessitates clients to venture into different stores to purchase and ride on them. Many of Canadian clients are additionally less familiar with purchase of the products online.

The change in the online issue is one of the corporation’s larger bet on its tire products as the retailer settles for automobile roots as development engine (Trite & Pugsley, 2002). The online store introduction was additionally aimed at offering Canadian clients creative and new resources to help them in purchasing the right products irrespective of their vehicle models and it additionally reflected on the corporation’s dedication towards ensuring enhanced customer experience.

The company clients had the capability of shopping based on the types of cars they owned, type of model, size of tire, brand and type as one of the selective wheel packages and tires. The location of the company also included enhanced product details, comparison of merchandise details and unique support guiding clients via the experience with the context of purchasing to enable them make the right choices when it comes to their vehicles (Trites & Pugsley, 2002).

 

 

References

Hoyer, W. D., & MacInnis, D. J. (2008). Consumer behavior. Mason, OH: South-Western.

Kearney, M., & Ray, R. (2009). The big book of Canadian trivia. Toronto: Dundurn Press.

Pederson, J. P. (2005). International directory of company histories: Volume 71. Detroit, Mich: St. James Press.

Plunkett, J. W., & Plunkett Research, Ltd. (2008). Plunkett’s retail industry almanac 2009: The only comprehensive guide to the retail industry. Houston, Tex: Plunkett Research Ltd.

Trites, G., & Pugsley, D. (2002). E-business: A Canadian perspective for a networked world. Toronto: Prentice Hall.

 

 

 

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