A North American retailer of general merchandise, home appliances, and clothing
The Canadian entity found itself in a spiral of declining sales for 5 consecutive years. A new CEO was hired to turn this around engaging The Poirier Group to establish a Transformation Office. This transformation faced enormous challenges beyond the competitive marketplace, and many were associated with legacy ‘systems’, antiquated processes and internal capabilities.
TPG introduced a Strategic Transformation Planning Process that leveraged the Enterprise Strategic Plan built by the CEO and the Board. The Strategic Plan was translated into functional and cross-functional strategies and actions were aimed at driving adjustments to optimize performance. These included:
As a result of this transformation, this organization realized immediate and long-term financial and strategic benefits: