Post on 14-Sep-2018
LES PILIERS DE L’AVENIR
SURPRISE CASE
ENGLISH VERSION
MÉTRO
Written by :
Dominic Chaîné, M.B.A. Analyst, real estate Management
Administration, Real estate investments Industrielle Alliance, Insurance and financial services inc.
And Maude Rhéaume, B.A.A.
Responsable de La Ruche Québec
In collaboration with : Lucy Rodrigues, CRHA, M.SC
Chef de section, acquisition et gestion de talents
Métro
Case study, surprise case, 2016 Business Games
Presented by Metro.
Employee recognition: a top priority at Super C…
Introduction
The latest Détail Québec organism’s report on the retail trade workforce shows a turnover
rate of 25%. The rate is higher for sales and customer service personnel (37%) and part-
time workers (44%)1. Obviously, the retail trade’s turnover rate is largely due to the
hiring of great numbers of students and part-time employees2. This industry-wide
problem is of great concern to its leaders. A few weeks ago, the Vice President and
General Manager of Super C, Jean-Guy Tremblay, asked himself the following question:
how could Super C’s employee recognition program be improved to foster employee
engagement and retention while keeping it economical and easy to manage while staying
in line with Super C’s brand image (Super C: nice, good, inexpensive)?
Metro’s history of strong growth
With annual sales of over $11 billion and over 65,000 employees, Metro is a food and
pharmaceutical distribution leader in Quebec and Ontario, operating a network of 588
food stores under several banners including Metro, Metro Plus, Super C, Food Basics,
Adonis and Première Moisson, as well as 268 drugstores under the Brunet, The Pharmacy
and Drug Basics banners3. These past years, Metro has experienced well-structured
growth in a fiercely competitive industry. As Mr. Pierre H. Lessard, Chairman of the
Board, stated in the 2014 Annual Report: “The food distribution industry continues to be
very competitive. The management team was however able to adapt to the challenges by
reviewing its merchandising programs and by focusing its actions on customer
satisfaction and tight cost control.”4
The business strategy of Metro and its banners places the customer at the heart of all
decisions. The growing needs and expectations of consumers with regards to corporate
responsibility confirm the relevance of Metro’s approach and the various resulting
initiatives.
The work of each and every employee must be driven by the company’s mission, vision
and values.
1 Comité sectoriel de main d’œuvre au commerce de détail, DIAGNOSTIC SECTORIEL DE LA MAIN-D’ŒUVRE DU COMMERCE DE DÉTAIL AU QUÉBEC 2012-2015, p.18 2 Ibid. p.18 3 Metro 2014 Annual Report, p.1 4 Metro 2014 Annual Report, p.4
Our Mission - Super C is committed to offering savings-conscious families the lowest
priced groceries in a clean and pleasant environment each and every day!
Our Vision: To become the discount grocer with the best fresh products. Listening
to its customers, Super C stands out for its courteous and efficient staff and is
known for its low prices.
CUSTOMER FOCUS: To place customers at the heart of our priorities and provide
the standards of quality, cleanliness and courtesy they expect. To stay on top of
trends and to adapt to customers’ changing needs.
RESPECT: To treat customers, employees, colleagues, superiors, suppliers and
other outside people with respect. Respect goods, equipment and the environment.
To comply with laws and standards.
COMMITMENT: To participate in meeting or exceeding objectives. To foster
mustual assistance and collaboration. To work with pride and perseverance. To
promote the banner and to show a sense of belonging.
EFFICIENCY: To foster teamwork, knowledge sharing, skill development and to
process improvement for quality work at a lower cost.
ACCOUNTABILITY: To own one’s responsibilities and decisions with their
consequences. To meet deadlines, obligations and commitments. To value initiative
and autonomy.
The beginning
A few independent grocery retailers decided to form a purchasing group. Following this
association, nine years later in 1956, the “groupe des épiciers Metro” is founded. The new
sign appears out front. Twenty-five years after it was founded, the company becomes les
Marchés d'Aliments Metro ltée. The first stores offering the supermarket concept are created.
Several events follow:
- 1986: The company is listed on the Montreal Stock Exchange
- 1986: Acquisition of McMahon Distributeur Pharmaceutique Inc.
- 1987: Acquisition of La Ferme Carnaval inc.
- 1992: Acquisition of the leases and rights to 48 Steinberg grocery stores.
- 1999: Metro enters the Ontario market with its acquisition of the Loeb.
- 2005: Metro purchases all the shares of The Great Atlantic & Pacific Company of
Canada (A&P Canada) for $1.7 billion.
- 2011: Metro announced that it had entered into a partnership agreement with Marché
Adonis.
- 2014: Partnership agreement with Première Moisson bakery. The founding Colpron-
Fiset family will retain 25% of Première Moisson's capital.
Over the past 24 years:
Sales rose from $2.2 billion to $11.6 billion;
Retail square footage went from 5,100,000 to 20,100,000;
From a loss of $9 million, net earnings rose to $456.2 million;
Market capitalization grew from $55 million to $7.5 billion;
Net earnings per share went from a loss of $0.16 to net earnings of $5.13 per
share;
And the share price climbed from $0.74 to $90.80 on December 1st, 2014.
All this has made Metro, with its 8 food banners – Metro and Metro Plus, Super C,
Marché Richelieu, Les 5 saisons, Marché Ami, Marché Extra, Service, Servi Express,
Dépanneur Gem and Food Basics – one of the largest companies in Canada. As Mr. Eric
R. La Flèche, President and Chief Executive Officer, stated in the 2014 Annual Report:
"Our success rests on the strength of our team. Developing talent is at the heart of our
action. We will therefore continue to develop strong talent pools that reflect our
customers’ diversity and that will be ready for tomorrow’s competitive challenges."5
Metro considers its employees as its most important resource. In view of this, the loyalty
and dedication they have shown over the years should be highlighted in a public and
tangible way. The company wants to develop and maintain a strong sense of belonging
and promote retention of its staff.
5 Metro 2014 Annual Report, p.5
The history of Super C
La Ferme Carnaval inc. was created in 1983 with the first Super Carnival stores
appearing in the Québec City area. In 1987, Metro-Richelieu Inc. acquired La Ferme
Carnaval inc. and its 12 Super Carnaval outlets, which were renamed Super C four years
later, with Super C becoming a discount food store to meet customer needs.
In 1992, Metro-Richelieu Inc. acquired several Steinberg grocery stores and turned 12 into
Super Cs.
Since 1996, Super C has continued to increase its number of stores, building new ones in
strategic locations to expand its customer base.
Today, with 89 stores averaging approximately 43,000 square feet, Super C has a
foothold in all major urban centers in Québec and offers a wide selection of products,
many family-sized, all at discount prices.
Super C has annual sales of over two billion dollars and provides employment to 6,000
people.
The Québec food store industry
The supermarket concept as we know it today with its basic departments (grocery,
produce, meats, dairy and non-food) emerged in the 1960s (Couture et al., 2007) 6
. We’re
talking about conventional stores like Metro, IGA and Provigo.
Nowadays however, “outside” retailers are crowding into the food retail industry.
These outsiders are mainly warehouse stores (e.g. Costco), large stores (e.g. Wal-
Mart), discount stores (Super C, Maxi), pharmacies (e.g. Jean-Coutu, Shoppers Drug
Mart), one-price stores (e.g. Dollarama) and specialty stores associated with certain
ethnic communities (e.g. Marché Adonis).
Each market uses different strategies to enter the market. Conventional markets are
betting on the diversity of the products they offer and of their customer
service. Discount markets are betting on a pricing strategy. Mass markets are
betting on the concept of where you can find everything in one place whereas
warehouse stores rely on large formats. Super C distinguishes itself mainly by a
price strategy focused on efficiency and simplicity of operations. It’s simple and
effective
6 COUTURE, Guillaume, Félicien HITAYEZU and Berchmans NTIBASHOBOYE (2007). « La dynamique de la distribution alimentaire,
d’hier à aujourd’hui – Une meilleure compréhension de l’évolution de la distribution alimentaire au Québec et de la place des acteurs actuels », BioClips+, vol. 10, no 2, 20 p.
In March 2014, a HEC Montréal study depicting the food store industry in Quebec, stated
that the market for food sales has been mature for a good number of years. Indeed, the
sector's growth, like that of the population is weak, but still sustainable. If the sector
shows some slight growth, it is probably because new consumer demands and
expectations offer many opportunities for developing value-added products and new
markets (e.g. fine products such as cheeses and cold cuts) (Petit, Morissette & Bourhis,
2014) 7
. It is important to understand that in 2010, three major retailers (Loblaws-
Provigo, Sobeys-IGA and Metro) accounted for 68.4% of the Québec grocery market,
(CSMOCA, 2011) 8
, which is still the case today.
Supermarket size tends to evolve to expand the various departments’ product offerings
and offer grocery-related products and services, such as dry cleaning, photo finishing and
pharmacy (Ménard et al. 2009)9. It is also important to note that Metro is the only
Québec-controlled grocery while Sobeys and Loblaws are respectively Nova Scotian and
Ontario companies, and Wal-Mart and Target are American-owned10
.
With respect to the workforce in this industry, it is distributed over more than fifteen
positions that can be manual or related to sales and service, administration and
management or skilled trades (CSMOCA, 2007)11
. Sales and service represent the largest
group with 78% of jobs, followed by management occupations with 13% (AGÉCO
Group, 2006)12
. As for the level of education of personnel, it is not very high, although
some positions require management skills. Department managers and assistants-managers
often lack adequate training (AGÉCO Group, 2006)13
. In fact, a quarter of the workers
(26%) have not completed high school, 22% have a high school diploma, 15% have
completed some postsecondary education, 28% have a postsecondary diploma, and
finally, 9% have a university degree (AGÉCO Group, 2006)14
.
7 Petit, M.P., Bourhis, A. and Morissette L. (2014). Portrait du secteur des magasins d’alimentation au Québec, Montréal, Revue internationale de cas gestion, vol.2, num.1, p.2 8 COMITÉ SECTORIEL DE MAIN-D’ŒUVRE DU COMMERCE DE L’ALIMENTATION (CSMOCA) (2011). Diagnostic sectoriel de la main-d’œuvre dans le commerce de l’alimentation au Québec, Montréal, Comité sectoriel de main-d’œuvre du commerce de l’alimentation, 32 p. 9 MÉNARD, Louis, Ella DIEUDONNÉ, Dimitri FRAEYS DE VEUBEKE, Hélène ROCHON, Mélanie ROBITAILLE, Michel ZINS, Renée DUBÉ et Catherine GOBEIL (2009). Étude de la dynamique et des tendances des marchés au sein du secteur agroalimentaire québécois, Québec, ministère de l’Agriculture, des Pêcheries et de l’Alimentation du Québec, 106 p. 10 Petit, M.P., Bourhis, A. and Morissette L. (2014). Portrait du secteur des magasins d’alimentation au Québec, Montréal, Revue internationale de cas gestion, vol.2, num.1, p.2 11 COMITÉ SECTORIEL DE MAIN-D’ŒUVRE DU COMMERCE DE L’ALIMENTATION (CSMOCA) (2007). Rapport de planification stratégique, Montréal, Comité sectoriel de main-d’œuvre du commerce de l’alimentation, 30 p. 12 GROUPE AGÉCO (2006). Entre la nostalgie Steinberg et la Génération Y, un commerce de l’alimentation en quête d’identité : Analyse du marché de l’emploi et des besoins en matière de main-d’œuvre dans le commerce de l’alimentation du Québec, 2006, Montréal, Comité sectoriel de main-d’œuvre du commerce de l’alimentation, 100 p. 13 Ibid. 14 Ibid.
Recognition practices consist mainly of premiums (e.g. night shift, supervisory, Sunday
work) and bonuses15
. Some businesses are doing more and have implemented other
measures, such as social activities, gifts, encouragement and feedback, however, it seems
we should be able to do better in recognition (Petit, 2009)16
especially for Generation Y
workers (Petit and Arsenault-Pelletier, 2009)17
. Salary would be the top retention factor
for Generation Y workers (Petit and Arsenault-Pelletier, 2009)18
. While flexible work
schedules are the second-ranked retention factor for young workers. Challenging work,
nearness of the workplace, quality of relations with colleagues and competitive benefits
(Petit and Arsenault-Pelletier, 2009)19
are also retention factors.
In summary, the Quebec grocery sector presents management with multitudinous
challenges, both in terms of costs and in terms of workforce.
15 Petit, M.P.,Bourhis, A. and Morissette L. (2014). Portrait du secteur des magasins d’alimentation au Québec, Montréal, Revue internationale de cas gestion, vol.2, num.1, p.11 16 PETIT, Mélanie (2009). Les pratiques d’attraction et de rétention de la génération Y dans le secteur du commerce de l’alimentation, Rapport no 2, Montréal, HEC Montréal 17 PETIT, Marie-Pier et Fanny ARSENAULT-PELLETIER (2009). Enquête sur la génération Y, Rapport no 3, Montréal, HEC Montréal, p.57. 18 PETIT, Marie-Pier et Fanny ARSENAULT-PELLETIER (2009). Enquête sur la génération Y, Rapport no 3, Montréal, HEC Montréal, p.57. 19 PETIT, Marie-Pier et Fanny ARSENAULT-PELLETIER (2009). Enquête sur la génération Y, Rapport no 3, Montréal, HEC Montréal, p.57
Super C discount division
The Super C banner operates several Marché and Dépôt concept discount stores in
Québec. Consumers have access to a wide variety of fresh foods and grocery products at
very competitive prices. In 1993, there were 18 Super C. Now in 2015, there are 89 with
a 90th opening in 2016.
Day after day, Super C does not content itself simply by working on the products’
offerings; Super C has come up with five Customer Promises. They consist of the
commitment of our employees towards our customers (see annex). In addition to
working on the prices, Super C has decided not to compromise. ZERO COMPROMISE
is Always Fresh, Always in Stock, Always Great Prices.
Super C also distinguishes itself by its price program:
- Price advantage: Low prices everyday
- Reduced prices: prices reduced for a limited time
- Flyer price: this week only
The last (2014) Metro Annual Report had encouraging words for its Super C discount
division: "Super C continued to make good progress and opened its 86th
store in Gaspé.
We are very proud of this network of modern stores that presents a consistent image
throughout the province of Québec. The Super C stores set themselves apart in the food
industry as a result of their Marché and Dépôt concept. Great focus continues to be
placed on the freshness of our produces and on meat cut in store."20
In recent years, Super C has experienced one of the fastest growths in Québec. In 2000,
Super C crossed the 1 billion turnover with over 50 stores. In the last 7 years, Super C
opened 35 new stores and either renovated or expanded over 45. This shows a banner
that has wind in its sails. This strong growth brings great challenges in the personnel
20
Metro 2014 Annual Report, p.7
department; many new employees must be hired in all the stores and retained despite the
salary being very close to minimum wage for these entry position jobs.
Super C workforce
In 2015, the Super C banner had 2,300 regular employees and 3,600 part-time employees,
mostly students. Most Super C employees are unionized, except for management
positions. So there are three groups of employees: management employees, full-time
employees and part-time floor staff. (See job descriptions in Appendix 1).
As mentioned previously, the Vice-President & General Manager of Super C and his
team want to review the employee recognition and acknowledgement program, so that
employees enjoy their work experience and are motivated and engaged. Well aware that
in the current context, salary alone is not incentive enough to increase workforce
retention because most of the part-time store employees are paid slightly more than
minimum wage (on average $11.52), Super C Human Resources management believes
that a structured, innovative recognition program adapted to its employees would allow
Super C to gain ground in employee retention.
1 Super C orgchart
VP Operations Super C
Senior Director Operations
Director Operations
Store Director
Department Manager
Clerk
Store Director
Department Manager
Clerk
Merchandising Super C
* 89 store directors
* 8 Operations directors
Services : Human resources,
Marketing, Finance
Business plan priorities
The Super C business plan is based on three pillars:
Customers: improving customer satisfaction (measured by survey)
Financial: continuing to improve efficiency and reduce costs
And employees: developing the best team.
To ensure the development of the best team, the following activities are planned.
Staff development
• Conduct the annual performance evaluation of all employees
• Identify and develop succession for retail operations and marketing
management positions (director, manager and assistant manager, chief)
• Train employees on the three "zero compromise" guarantees
• Train managers on "Creating employee experience upon hiring"
• Promoting career opportunities within the company to employees "The recipe
for your career"
• Train all service department employees on managing checkout wait times
Functioning "Super C’s Five Customer Promises" committees
• Hold 12 committee meetings
Communications plan
• Communicate the 2016 priorities
• Hold an annual meeting of all employees
• Hold a meeting of each sector/department’s specialists, directors and managers
• Use in-store communication boards
Existing recognition program
There are already some measures that are already in place to reward employees. For
example, at Christmas time, each employee receives a corporate gift and a letter signed
by the vice-president (see appendix). During this congress, all employees with 5, 10 and
15 years of service are appointed. In addition, the six Stores Managers having won the
Pizza Supper receive a trophy. Last year, it was a lunch box with the company logo. The
cost is approximately $30 000.
Every year, the store manager organizes two employee dinners – one at Christmas and
the other in summer (BBQ). These activities are paid for by the store and cost about $500
per store per activity. For Christmas, the store manager organizes a dinner with his
management team.
The main recognition activity is the "Our Super Five Customer Promises" competition
(Appendix 6) designed to highlight the employees’ contribution to their store’s
performance and results. It is held place three times a year and covers a four-month
period. At the end of each period, every store and store team are evaluated based on three
criteria, linked to the three pillars of the business plan:
1. Finance
The financial criterion consists of the combined growth in average grocery basket (65%)
and of the number of customers (35%). To moderate the impact of seasonal variations,
the growth of each of these elements (average basket and number of customers) is
established by calculating a growth weighting of 75% based on the previous 16 weeks
and 25% based on the previous year (comparable 16 weeks).
(Growth based on the previous period x 75%) + (growth based on the previous year x 25%)
2. Customer-Survey (customer satisfaction)
The score of 100% is attributed to the store with the highest ratio in a comparison of its
satisfaction survey results (Super C Survey) with the average result for its region (there
are 3 regions). Note that the percentage shown in this column is not the satisfaction
results but rather the position of the store’s results versus the results of other stores.
Stores with fewer than 20 survey respondents per month get an automatic 0% for this
criterion.
3. Work accidents (employees – best team)
Stores with no work accidents during the relevant period get a score of 100%. Scores
between 0% and 100% are calculated based on the frequency rate.
For the three criteria, the gross data of each store is expressed in percentages. For each of
the contest criteria:
1. $100 is awarded to the best result within the banner;
2. 0% is assigned to the lowest result within the banner;
3. Other scores depend on the store’s position compared to the results for the lowest
and highest scores.
The total score represents the weighting of the three criteria:
- 40% for financial results
- 40% for surveys
- 20% for work accidents
Super C stores are divided into two groups: stores in the greater Montreal area and
regional stores. There are two winners per four-month period, but only one winner per
group.
The winner is the store that gets the highest combined score for the three criteria. The
winning store’s employees are eligible for draws of the following prizes:
- Three Super C gift card prizes, worth $500 each
- Three Super C gift card prizes, worth $200 each
- Four Super C gift card prizes, worth $100 each
- Door Prizes – Surprises – Presentation of a commemorative plate
The draw takes place during a pizza dinner, where employees are served lunch by Super
C Management. To be eligible for the draw, an employee has to have been employed for
at least 12 weeks at the periods end.
"Our Super Five Customer Promises" program costs are approximately $21,000 and
break down as follows: 6 grand prizes $2500 + prize for each employee present at the
dinner (between $10 and $20 per person) which totals $600, plus about $450 for the pizza
dinner and 250$ for the fees to rent a room.
Metro Inc. also recognizes the contribution of its employees based on years of
employment with the company. Recognition measures are based on the following policy:
Employees who reach 5 years of service in the reference year receive a letter
signed by the Vice President concerned.
Employees who reach 10 years of service in the reference year receive a Metro
logo pin with a letter signed by the Vice President concerned.
Employees who reach 15 years of service in the reference year receive a letter of
congratulation signed by the Vice President concerned.
Employees who reach 20 years of service in the reference year receive a Metro
logo pin with a card signed by the President and CEO.
Employees who reach 25, 30, 35, 40, 45 or 50 years of service in the reference
year receive a gift from the hands of senior executives at an annual banquet held
in the region where the employee works.
Employees retiring from Metro employees are invited to a retirees’ dinner.
The Human Resources and Corporate Affairs departments of Metro Inc. are responsible
for organizing the annual banquets in Québec City and Montréal. The banquets highlight
the years of service of employees who have worked at Metro for over 25 years. These
guests may come accompanied. The Vice President of Human Resources chairs this
activity. The employees receive their gift, which they chose beforehand, from their
respective Vice President.
The cost is calculated to be $200 per guest (including the guest’s invitee) for the meal and
$435 for the gift to employees with over 25 years of service. In the last two years, there
were respectively 32 and 66 Super C honourees, the majority of whom attended the
banquet.
Vice President
Director Operations
Store Director
Manager Employees
Existing communication tools
The business plan, priorities and new programs are communicated to store managers at
the annual congress held at the beginning of each fiscal year, in September. On their
return to their respective stores, managers must share the business plan priorities with
their employees. A mid-year meeting is held as well to monitor results and communicate
required adjustments.
Stores receive a weekly operations newsletter with all the information relevant to the
store’s ongoing operations.
All reference documents are available via an Intranet portal. (See Appendix 7 for a screen
capture of the home page).
In-store communication is primarily through:
• Communication boards (one in the staff room, and one in each department) updated
weekly by the director and/or managers.
• A bulletin board on which are posted corporate communications or instructions for
employees.
• Flash meetings held regularly by department managers to communicate instructions,
reminders, priorities or objectives.
The communication chain is as follows:
Mandate
The Québec grocery industry is facing plenty of workforce challenges in the coming
years. Jean-Guy Tremblay, Vice President and General Manager of Super C and his team
are pondering this issue and ask for your thoughts on the matter.
Your mandate is to analyse Super C’s recognition activities and propose changes to
enhance their impact on staff engagement and retention.
Your proposal must meet the following characteristics:
- Be coherent and in line with the banner’s image « It’s Nice, It’s Good, It’s not
expensive » (Nice, Good, Inexpensive),
- Be implementation-ready within 12 months of being accepted,
- Encourage profitable behaviours,
- Have a net cost of less than $20,000 a year,
- Be a good fit with existing programs and the Metro Inc. culture.
Super C’s management expects you to be creative and focussed on finding innovative
solutions that are fast and easy to implement.
Eduardo – Super C Store Manager
“I started with the Super C team as a meat clerk over 20 years ago. After a few years as a
meat cutter, I was appointed Meat Department Manager, which fuelled my passion for
my work! In 2010, I was selected for the Super C store manager succession program,
which helped me prepare for the position of store manager that I’ve been filling with
great pride since 2011.”
Richard – Director, Retail Operations, McMahon
“At 16, I was standing at the end of a Metro St-Bruno checkout counter. Today I sit at the
head of a table and direct the activities of a team of 15 employees who provide full
service to all McMahon clients. I’ve grown through various positions, in the best possible
company, Metro, a Québec jewel.”
Émilie – Procurement Manager, Meat and Frozen Food
“I began my career at Metro, at store level, when I was a student. I’ve moved up the
ladder over the years, being promoted to a store department manager position, and today I
have the opportunity to meet sizeable challenges as National Procurement Manager, Deli
and Processed Meat. I’m still learning every day and continuing to grow.”
Annette – Deli, Cheese, Prepared Food Specialist, Retail Operations
“I started working in the food industry at 16. I’ve been a Deli, Cheese, and Prepared Food
Specialist for a few years now and lead a fantastic team of 6 technical advisors who
developed their expertise at store level. All along, I’ve met great people who’ve helped
me work my way up in the company.”
Gislain – Merchandising Director, Grocery, Super C
“I’ve been working in the retail industry for over 25 years. It’s thanks to the experience I
gained in the positions of Grocery Department Manager, Grocery Specialist and Category
Manager that I was able to become Merchandising Director. There are a great deal of
career opportunities at Metro, and in most cases, succession is internal.
Will you be the next person to find the right recipe?
Super Nice Our
C Good Super Five
Inexpensive Customer
Rigour Consistency Promises
2014-2015 COMPETITION Employee recognition program
to highlight the employees’ contribution to store results
PRIZES TO BE WON
Employees are eligible for draws of the following prizes: Three Super C gift card prizes, worth $500 each
Three Super C gift card prizes, worth $200 each
Four Super C gift card prizes, worth $100 each
Door prizes – Surprises – Commemorative plaque
COMPETITION PERIOD
The year is divided into three (3) periods: PERIOD 1: August 31, 2014 – December 20, 2014
PERIOD 2: December 21, 2014 – May 9, 2015
PERIOD 3: May 10, 2015 – August 29, 2015
TWO WINNERS PER PERIOD – ONE WINNER PER GROUP
The groups are defined as follows: stores in the greater Montreal area and regional stores
CRITERIA At the end of each period, stores are evaluated on the following criteria: Weighting
1. Financial……………………………………………………………40% Increase in sales per customer 65%
Increase in number of customers 35%
2. Customer survey……………………………………………………..40%
3. Work accidents……………………………………………………….20%
The store that wins is the one with the highest combined total for all three (3)
criteria.
The draws take place during a dinner with Super C Management.
(Vice President and General Manager, Senior Operations Director, Retail Execution directors,
Operations directors, specialists, Human Resources and Finance)
To be eligible for the draw, an employee has to have been employed for at least 12 weeks at
period end.
APPENDIX 8
Letter from Jean-Guy
Greetings to all,
As we leave behind this passed year, I want to extend my personal thanks to
everyone who has invested themselves and used their know-how to maintain
Super C as the Québec discount market leader.
The year 2015 was a very successful one, and your drive and enthusiasm
were the keys to maintaining our corporate standards. You made this success
possible. Day in and day out, you focused on customer satisfaction and
delivered on ‘’Our Super Five Customer Promises” — fresh quality
products, courteous and welcoming employees, a pleasant and efficient
shopping experience, our customers finding what they want, and very
competitive prices.’’
So today, we are pleased to offer you this small token of our gratitude for
your help and support throughout the year.
We have many projects for 2016 and need your engagement, creativity and
enthusiasm to make sure that the ‘’ZERO Compromise’’ program lives up to
our guarantees: ‘’ALWAYS FRESH, ALWAYS IN STOCK, ALWAYS GREAT
PRICES” in order to keep our customers coming back again and again.
Finally, I want to wish you all Happy Holidays and a joyful and successful
2016.
Jean-Guy Tremblay
Vice President and General Manager