Canadian Tire Corporation, Limited · TSX:CTC
Canadian Tire — CIBC World Markets 2010 Retail and Consumer Conference
17 slides from Canadian Tire's conference presentation, Feb 23, 2010
Slide 1: CIBC Investor Conference
CIBC Investor Conference February 23, 2010 Mike Arnett President, Canadian Tire Retail
Slide 2: Forward-looking statements
F Forward-looking d l ki statements t t t This disclosure contains statements that are forward-looking forward looking. These forward forward-looking looking statements relate to, among other things, our objectives, goals, strategies, intentions, plans, beliefs, expectations and estimates, and can g
Slide 3: Canadian Tire Corporation: A network of businesses
C Canadian … di Tire Ti Corporation C ti A network of businesses CTR CT Automotive 479 stores • 5,500 service bays y and the largest g Canadian Tire Retail is Canada’s most assortment of parts, accessories & tires shopped general merchandise retailer • CT Petroleum is one of the country’s largest in
Slide 4: CTC strategic framework
CTC strategic t t i fframework k OUR GOALS Improve p retail ROIC and strengthen g our brand OUR STRATEGIC IMPERATIVES Strengthen our Create a high- Strengthen the core supporting performing, retail business businesses & align customer-focused them to CTR organization 4
Slide 5: CTR – the core retail business
CTR – the th core retail t il business b i CTR is Canada’s most shopped general merchandise retailer and a leader in each of its core product categories - Automotive, L i Leisure anddH Home • Located to serve more than 90% of the Canadian p p population • Modern store network – 400+ new/rebuilt stor
Slide 6: Strengthen the core – make CTR great
St Strengthen th the th core – make k CTR greatt Drive sustainable • Build capability for continuous concept renewal growth • Focus resources on key categories • Improve core processes and IT infrastructure • Create a high performance culture Improve productivity • Leverage existing retail square fo
Slide 7: Strengthen the core – make CTR great
St Strengthen th the th core – make k CTR greatt • Small market store Drive sustainable growth • Flyer program – drive traffic (everyday essentials, door crashers) while supporting pp g core businesses • Grow traffic-driving categories (eg. pet Improve productivity care, household cleaning) • Focus
Slide 8: Small Market Store
S ll Market Small M k t Store St Opportunity for growth in underserved markets • Opportunity to generate $5-$9 million in retail sales per store • Low-cost building – great use of outdoor space; intense merchandising • Most include Mark’s Mark s Work Wearhouse in the store and a CT Petroleum gas bar
Slide 9: Strengthen the core – make CTR great
St Strengthen th the th core – make k CTR greatt • Investing in technology to improve core Drive sustainable merchandising processes growth • 75+ projects complete or underway to renew IT infrastructure • Streamlined organizational structure and Improve productivity accountabilities across all divis
Slide 10: Strengthen the core – make CTR great
St Strengthen th the th core – make k CTR greatt • Clear vision of desired in-store customer experience • Infrastructure and processes Drive sustainable – strengthened corporate support team growth – operational excellence program – focus on in-stock • Measurement M t tools, t l programs and d pract
Slide 11: Strengthen the core – make CTR great
St Strengthen th the th core – make k CTR greatt Drive sustainable growth A number of key strategies support all three objectives: • Loyalty/Customer-Centric Retailing Improve productivity • Automotive strategy • Smart S t Store St Transform the customer experience 11
Slide 12: Loyalty/Customer Centric Retailing (CCR)
L Loyalty/Customer lt /C t Centric C t i Retailing R t ili (CCR) Customer Centric Retailing g (CCR) ( ) • Leverage our 500,000 points of daily customer data and feedback to better understand our customers and make better decisions • Drive sales and margins by systematically capturing capturing, anal
Slide 13: Automotive strategy
A t Automotive ti strategy t t Building our cornerstone business • Key competitive advantage, central to our brand image and our single most promising i i bbusiness i opportunity t it • Aligned all our automotive resources under one common strategy and leadership: automotive hard parts, accessories,
Slide 14: Smart Store
S Smart t Store St • Drive growth and improve sales productivity by reallocating space to high growth and ‘cornerstone’ categories t i – eg. storage & organization, sports & recreation • Added traffic-driving businesses – eg. pet foods, food test • Improved I d customer t experience i – easier navig
Slide 15: Smart Stores are delivering results
S Smart t Stores St are delivering d li i results lt Timing Stores Opened Sales Results 2008 2 replacement stores Up 42% and 23% in first year 2009 4 expansion stores Up an average of 14% and 5 replacement stores 30% since opening Nov. 2009 25 retrofit stores Tracking in-line with expectations • Sal
Slide 16: Questions & Answers
QUESTIONS & ANSWERS 16
Slide 17: CIBC Investor Conference
CIBC Investor Conference February 23, 2010 Mike Arnett President, Canadian Tire Retail
Canadian Tire — CIBC World Markets 2010 Retail and Consumer Conference on 6ix