Description
identifies the business problem, various technology initiative taken by canadian tyre. How the company used the business intelligence strategy
BUSINESS INTELLIGENCE STRATEGY AT CANADIAN TIRE
FLOW OF THE PRESENTATION
Company Backgrou nd
Analyzing the Initiatives Conclusi on
Business problem
Technology Initiative
COMPANY BACKGROUND
• Canadian tire corporation
– Started in 1922 – By 2003 expanded to a company with 45,000 employees and more 1000 stores & gas bars
• Strategic plan
– “To become a top quartile performer measured by total return to share holder”
DIVISIONS OF CANADIAN TIRE
• Canadian Tire Retail (CTR) - 85% of all Canadians live within a 15 min drive of a CTC • Canadian Tire Financial Services (CTFS) – Named one of Canada’s top 100 employers • Canadian Tire Petroleum (CTP) • Part Source • Mark’s Work Wearhouse
STRATEGIC IMPERATIVES
• Strengthen and accelerate growth and performance in CTR and the associated dealer network • Pursue unexploited growth and profit opportunities in existing business • Explore new business opportunities • Enhance financial flexibility through capital and cost productivity
BUSINESS PROBLEM
BUSINESS PROBLEM
• • • • • • Poorly defined data model Lack of standard data definitions Inadequate resources/Non availability of data Formation of shadow groups IT not performing as a strategic business partner IT costs were higher than industry standard
TECHNOLOGICAL INITIATIVE
• Two of the strategic initiatives suggest that IT should be treated as a strategic partner rather than as a business tool • This requires top management support and initiative • BI was a concrete step in this direction
GOING THE BUISNESS INTELLIGENCE WAY
Infrastructure Electronic Data Warehouse BI Reporting
Phase II – Data to Knowledge
Data Models & KPI’s
Phase III - Empowerment
Phase I - Foundation
Extended Information
BI Analytics
Role Based Security
Meta Data Integration
BI Data Mining
HOW WILL BUSINESS INTELLIGENCE HELP?
• Integration of disparate IT systems • Elimination of shadow IT groups • Faster processing of information by implementation of and data mart and dashboards • Better data visibility • BI will help CTC enhance their reactions and services towards their customers
HOW WILL BUSINESS INTELLIGENCE HELP?
• Accurately identify customer demands • Study the market better for future prospects
OOPS… BUSINESS INTELLIGENCE IS NOT SO EASY
• • • • • Need for strong data governance Reluctance of current users to switch to BI Key sponsors of BI left the organization Data inconsistency Lack of resources to clean the data
CONCLUSION
User Strategy Information Strategy Organization Strategy
Successful BI
CONCLUSION
CANADIAN TIRE AS OF TODAY
• As per the strategic plan, CTC attained top quartile total returns to shareholders among all publicly traded North American traders with a total return of 26%
doc_185236671.pptx
identifies the business problem, various technology initiative taken by canadian tyre. How the company used the business intelligence strategy
BUSINESS INTELLIGENCE STRATEGY AT CANADIAN TIRE
FLOW OF THE PRESENTATION
Company Backgrou nd
Analyzing the Initiatives Conclusi on
Business problem
Technology Initiative
COMPANY BACKGROUND
• Canadian tire corporation
– Started in 1922 – By 2003 expanded to a company with 45,000 employees and more 1000 stores & gas bars
• Strategic plan
– “To become a top quartile performer measured by total return to share holder”
DIVISIONS OF CANADIAN TIRE
• Canadian Tire Retail (CTR) - 85% of all Canadians live within a 15 min drive of a CTC • Canadian Tire Financial Services (CTFS) – Named one of Canada’s top 100 employers • Canadian Tire Petroleum (CTP) • Part Source • Mark’s Work Wearhouse
STRATEGIC IMPERATIVES
• Strengthen and accelerate growth and performance in CTR and the associated dealer network • Pursue unexploited growth and profit opportunities in existing business • Explore new business opportunities • Enhance financial flexibility through capital and cost productivity
BUSINESS PROBLEM
BUSINESS PROBLEM
• • • • • • Poorly defined data model Lack of standard data definitions Inadequate resources/Non availability of data Formation of shadow groups IT not performing as a strategic business partner IT costs were higher than industry standard
TECHNOLOGICAL INITIATIVE
• Two of the strategic initiatives suggest that IT should be treated as a strategic partner rather than as a business tool • This requires top management support and initiative • BI was a concrete step in this direction
GOING THE BUISNESS INTELLIGENCE WAY
Infrastructure Electronic Data Warehouse BI Reporting
Phase II – Data to Knowledge
Data Models & KPI’s
Phase III - Empowerment
Phase I - Foundation
Extended Information
BI Analytics
Role Based Security
Meta Data Integration
BI Data Mining
HOW WILL BUSINESS INTELLIGENCE HELP?
• Integration of disparate IT systems • Elimination of shadow IT groups • Faster processing of information by implementation of and data mart and dashboards • Better data visibility • BI will help CTC enhance their reactions and services towards their customers
HOW WILL BUSINESS INTELLIGENCE HELP?
• Accurately identify customer demands • Study the market better for future prospects
OOPS… BUSINESS INTELLIGENCE IS NOT SO EASY
• • • • • Need for strong data governance Reluctance of current users to switch to BI Key sponsors of BI left the organization Data inconsistency Lack of resources to clean the data
CONCLUSION
User Strategy Information Strategy Organization Strategy
Successful BI
CONCLUSION
CANADIAN TIRE AS OF TODAY
• As per the strategic plan, CTC attained top quartile total returns to shareholders among all publicly traded North American traders with a total return of 26%
doc_185236671.pptx