Business Intelligence Strategy at Canadian Tire
Business Intelligence Strategy at Canadian Tire
The Retail group has just sent me another quick win request, stated Michael Eubanks, director of marketing information technology (IT), as he walked into his meeting with Andy Wnek, chief information officer (CIO) of Canadian Tire Corporation (CTC). That’s the second one this week, and I have heard whispers about more. Dealing with these quick wins is going to make it difficult to redevelop the business intelligence (BI) infrastructure. That’s where the real return on investment (ROI) is.
Over the last year, the IT group at CTC had promoted a strategic initiative to deliver real business value from business intelligence (BI) over the next three years. A massive change effort involving infrastructure, organizational structure and business processes across most of the business would be required. Nevertheless, the plane was still in flight and current needs could not be completely ignored. As the door swung closed on their meeting, Wnek and
Eubanks sat down to discuss how they might keep the plane in the air while rebuilding the engines. Canadian Tire Corporation
In 1922, John and Alfred Billes, two brothers, opened a garage and auto parts store in
Toronto, Canada. By 2003, their enterprise had grown into CTC, a network of businesses including retail, financial services and petroleum operations. More than 45,000 individuals worked at CTC operations across Canada in more than 1,000 stores and gas bars. CTC businesses were divided into five main groups:
1. Canadian Tire Retail (CTR) was one of the best-known Canadian retailers, with 390 associate dealers owning and operating 430 stores.1 Each store was effectively three specialty stores under one roof: automotive, sports and leisure, and home products. An associate dealer was the owner/manager of a CTR store. As a group, they were important within CTR as it was through their investment and community involvement that CTR had grown throughout its
The Retail group has just sent me another quick win request, stated Michael Eubanks, director of marketing information technology (IT), as he walked into his meeting with Andy Wnek, chief information officer (CIO) of Canadian Tire Corporation (CTC). That’s the second one this week, and I have heard whispers about more. Dealing with these quick wins is going to make it difficult to redevelop the business intelligence (BI) infrastructure. That’s where the real return on investment (ROI) is.
Over the last year, the IT group at CTC had promoted a strategic initiative to deliver real business value from business intelligence (BI) over the next three years. A massive change effort involving infrastructure, organizational structure and business processes across most of the business would be required. Nevertheless, the plane was still in flight and current needs could not be completely ignored. As the door swung closed on their meeting, Wnek and
Eubanks sat down to discuss how they might keep the plane in the air while rebuilding the engines. Canadian Tire Corporation
In 1922, John and Alfred Billes, two brothers, opened a garage and auto parts store in
Toronto, Canada. By 2003, their enterprise had grown into CTC, a network of businesses including retail, financial services and petroleum operations. More than 45,000 individuals worked at CTC operations across Canada in more than 1,000 stores and gas bars. CTC businesses were divided into five main groups:
1. Canadian Tire Retail (CTR) was one of the best-known Canadian retailers, with 390 associate dealers owning and operating 430 stores.1 Each store was effectively three specialty stores under one roof: automotive, sports and leisure, and home products. An associate dealer was the owner/manager of a CTR store. As a group, they were important within CTR as it was through their investment and community involvement that CTR had grown throughout its