Executive Summary

Executive Summary Intro

The objective of the work is to outline the purpose, goals, and approach of my design project, giving a clear idea of the problem i am tackling, my approach to solving it and roughly where i am in the process

Presentation of the company

Alimentation Couche-Tard was founded in 1980 by Alain Bouchard with the opening of a first convenience store in Laval. In 1985, after a few acquisitions, the Couche-Tard banner was officially born. Today, the company has over 14,900 stores in Canada under the Couche-Tard and Mac's banners, as well as several stores internationally. It is the largest convenience store company in Canada and the second largest in North America.

Institutional strategy

Couche-Tard's mission has not changed since the creation of the first store, despite the multiple acquisitions and exponential expansion the company has undergone. In fact, Couche-tard's priority "[...] is to offer stores in close proximity, dedicated teams and quality service. Simplifying our customers' lives, being available for them, with a smile at all times" These objectives are at the heart of the company's vision.

"Who am I? Alimentation Couche-Tard Inc. is a local retail chain. It has an insatiable desire to grow. In fact, it is constantly making huge acquisitions, in addition to selling gas and food. "Where am I going?" Definitely towards new acquisitions and continue to grow the multinational. It does not stop and has no intention of slowing down. It continues to buy new stores here and elsewhere, both in Europe and Asia, while remaining in their niche, that is, convenience stores linked to gas stations.

Couche-Tard's strategic analysis led us to focus on certain external elements related to the company's macro-environment that will create opportunities or threats for the company. These elements cannot be controlled, but it is possible to take advantage of them.

As Couche-Tard is a company that has points of sale around the world under different names and that also produces homemade food, trade agreements between countries have an impact on the company's business.

Recommendations

While external growth allows the company to carve out a place in the global market more quickly, it also exposes it to fierce international competition that knows its market well. One of our recommendations for Couche-Tard's management is therefore to never embark on an acquisition project that involves opening "Canadian-flavoured" stores in countries that may not be receptive to this type of store. Couche-Tard must learn from the successes of other companies and learn from the mistakes of those that have failed.

In terms of technology, Couche-Tard would have to focus on e-commerce. In fact, in recent years, Quebec companies offering online ordering and delivery of products found in convenience stores have been growing. In an industry where it is difficult to distinguish oneself, it is through IT that one acquires a differentiation from competitors. We strongly recommend that Couche-Tard management consider offering this service, or even acquiring companies that offer home delivery and online ordering, because for the moment, it is these new companies that are taking advantage of the

...