Business Analysis of Dollarama Inc. Essay

When examining competitive advantage, it is also important to consider the market and take into account the existing competition against larger firms.

1) Should Wal-Mart be expected to protect small businesses in the communities within which it operates?

The Canadian business comparison report comprises of the companies details and also the comparison between a Canadian local business and Indian local business. For this report I have chosen Canada’s Dollarama and India’s D-Mart as both company have same target market. Dollarama is Canada’s leading dollar store with 900 locations across Canada. Larry Rossy, a third generation retailer, founded the company in 1992. The first Dollarama store opened in April 1992, in a shopping center "Les promenades du St-Laurent" in Matane, Quebec. The products sold are in single or multiple pieces at selected price point of not more than $3. The company aims to provide customers with a consistent

Walmart Stores, Inc. (NYSE: WMT) branded as Walmart since 2008 and Walmart before then, is an American multinational retailer corporation that runs chains of large discount department stores and warehouse stores. It is the biggest private employer in the world with over 2 million employees, and is the largest retailer in the world. Walmart operates retail stores in various formats around the world and is committed to saving people money so they can live better and more comfortable. Walmart earns the trust of their customers every day by providing a broad assortment of quality merchandise and services at everyday low prices, while fostering a culture that rewards and embraces mutual respect, integrity, and diversity. The company is

Chief elements of Costco’s strategy were low prices, limited selection, and a treasure-hunt shopping environment. The ultra-low pricing strategy includes a mark-up capped at 14% and Kirkland, a Costco brand designed to be of equal or better quality than national brands. Product Selection is limited to 4,000 items within a wide variety of categories. Costco does however include ancillary businesses to increase member alternatives. The loss of sales from customers who refuse to purchase large amounts is considered “Intelligent loss of sales.” Treasure-Hunt Merchandising consists of a constantly changing selection of 1,000 luxury items on the floor enticing shoppers to spend more than

Lowe’s Companies, Inc. is the fourteenth largest retailer in America, and overall the world’s second largest home improvement retailer. They are the 108th ranked corporation on the Fortune 500 top corporations list. With an impressive in store stock of 40,000 home improvement items on hand, ranging from lumber to Home décor items, plus an additional 400,000 home improvement items available through a special order program. Lowe’s provides a onetime stop for all home improvement needs, for both the Do-It-Yourselfer, and the ever-expanding market of the Commercial Business Customer.

to see where the company is now with the use of a brief Swot analysis.

In 2015, Dollar Tree finalized its acquisition of the Family Dollar brand chain (Thomas, 2015). Per Thomas (2015), the combining of these two brands will give the organization more than 13,000 stores in 48 states and five of the Canadian provinces and allow them to be a multi-price point retail chain. Dollar Tree CEO Bob Sasser was quoted as saying “This is a transformational opportunity for our business to offer a broader, more compelling merchandise assortment, with greater value, to a wider array of customers” (Thomas, 2015). Another change that has been noted is that the size of the Dollar Tree stores is getting bigger. They are placing themselves in stores with more square footage so that they can offer more products and incorporate food items into their offerings. Even with combining of the two brands and expanding their store size, Dollar Tree corporation is still facing

Dollarama has increased in sales and assets from 2015 to 2016. In turn, the liabilities has also increased. The reason why is that liabilities increased Dollarama may be expanding. The more assets a company buys or more investments, it creates more liability. Usually, a high debt-to-equity ratio indicates that a company may not be able to generate enough cash to satisfy its debt obligations. Dollar Rama debt to cash ratio significantly increased over the year. Dollarama 2015 debt to cash ratio was low. You can look it as the company wasn’t taking the advantage of the increased profits that financial leverage may bring. Perhaps over the year, Dollarama took some risks and investments over the year and that lead to greater sales and assets numbers.

Trader Joe’s has internally created a brand for its company using a different strategy as compared to other supermarkets. Its approach of effective relationship-building program pleases customers through unrivaled customer service. This case study presents many factors that play a part in their customer relations strategy. Trader Joe’s does not focus on advertising. Rather, it focuses on effective internal communications with employees to build strong customer relationships. Trader Joe’s takes a progressive approach to internal communications by allowing their employees to bring their own creativity to the workplace, by providing them with the context in which their role contributes to the business success, and asking for employees

Yes, I do believe Wal-Mart is doing enough to become more sustainable. Wal-Mart is one of the most powerful companies internationally. As with all things that come with power, Wal-Mart’s business practices are scrutinized thoroughly. This includes their relationships with suppliers, employees, consumers, and the environment. In recent years, the environment has become such a big issue that Wal-Mart, as well as other companies have had to respond to this growing concern.

The strategy for Costco was that the company continued to buy merchandise at volume discounts from manufacturers, rather than distributors. The stock is usually shipped directly to selling warehouses to minimize freight costs. Stocked items are placed directly onto the selling floor or are still stacked on their pallets, reducing handling and stocking labor. The number of sales and service employees is also minimal, with a large percentage of the employees holding part-time status. Warehouses are almost entirely self-service, from finding and buying items, to loading them into a customer's vehicle. (Miller, 2011)

Wal-Mart is sitting at number one on the Global Fortune 500 list. Sam Walton would never have thought that his creation of Wal-Mart in 1962 would lead to a global dynasty. By 1972 Wal-Mart went public which gave an infusion of money and capital for Mr. Walton that gave them 276 stores by 1980. In the mid 80's Wal-Mart expanded to having member only warehouse stores, Sam's Club. From there Wal-Mart opened supercenters that included full grocery and 36 departments of regular merchandise. By the end of the 1980's there were 1,402 stores and 123 Sam's Clubs (Wal-Mart corporate 2012).

Wal-Mart is a world-wide active American retail trade company and currently the largest retail company in the world. Beginning in 1962, Wal-Mart has made the transition from a small firm in Arkansas to the largest employer with 3, 800 store units in the United States with record revenues today. But nevertheless, since Wal-Mart launched its online branch, it had to suffer from substantial setbacks from competitors such as Amazon.com or Ebay.

Over the last several years Dollar General has seen great success with the strategies currently in place. With potential changes in the economy and some situations presently in the company Dollar General must plan for the future. This memo was put together to identify our strengths and weakness, analysis the external factors of the company, and find options for the future. The options of where to invest our time and effort are; Geographic expansion within the U.S, Improve Merchandising Productivity, and Expand into Services. The recommendation chosen for the Dollar General was to pull back slightly on the current plan of expanding through building