Target Canada Paper_v3

7/29/2019 Target Canada Paper_v3

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Executive Summary

Target Corporation operates general merchandise stores in the United States and has justbegun opening stores in Canada. The company offers a wide variety of goods ranging fromhousehold essentials and furnishings to hardlines comprising of various forms of personal

entertainment and apparel and accessories. Target has opened more than 20 of its 124 locationsalready and has received mixed feedback from Canadian shoppers. Retail pricing is on averageat least 10% higher in comparison to US prices which compromises Targets mission of ExpectMore. Pay Less. While the retail industry is less competitive in Canada, it does not guaranteesuccess for Target despite their recognizable brand image.

This report coves a comprehensive analysis of Target, Corp.s position and performancein Canada, thus far, relative to the United States. Several market and demographic factors(internal and external) were taken into account and closely evaluated to present a clear picture ofthis new environment and its current state of performance and competition. Evaluations ofdemographics and population statistics from the most recent Canadian census show that Targetsideal customer in America is well represented in Canada, too. Marketing strategies would need

to still be primarily focused on women in their 40s to see optimal results but, there are segmentsnot yet captured that can easily be marketed to in our proposed strategy. These untappedsegments include men in age groups 18-35 as well as 65+ whose interests fall in line withmainstream Canadian sports and culture. A consumer profile has been generated around thesesimilar yet unique groups to define this focus.

Based on our findings, we have devised a multiple coinciding strategies built around acultural staple of Canada. Our primary intent is to increase overall brand awareness in theCanadian market by showing that while Target may be from the US, they still strive to assimilateinto Canadian culture through introduction of a previously unrepresented product assortment ofgeneral hockey goods and equipment. We want to convey an understanding and appreciation ofthe intricacies of a new market place and an overall commitment to becoming a staple in

Canadian consumers shopping habits through genuine interactions and understanding theimportance of Canadian brands and lifestyles. The inclusion of a hockey equipment product lineand some officially licensed NHL products is aimed at creating additional value to the customerwho is already familiar with Target with the overall goal of increasing total basket count(s) ofthose shopping in store. The strategies we outline in this report have been devised to meetspecific objectives to improve Targets position in the Canadian retail scene. This marketingstrategy aims to accomplish the following.

We believe through our strategies and recommendations laid out in this report, thatTarget will see noticeable positive results in regards to consumer behaviors in stores as well asbrand recognition throughout the country. We have set into place several monitors and controlsto help measure the success of the programs throughout the projected completion time in caseresults do not meet forecasted expectations.

CORPORATE GOAL: Increase Target profits by 5% by end of Quarter 4 in 2014

MARKETING OBJECTIVE: Increase brand awareness in Canada

POSITIONING STRATEGY: Continue to target women with children. Include specific segments of male consumers whoseprofiles fit in line with launch of hockey related merchandise and goods


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Table of Contents

Executive Summary..Page 2

Five Cs Analysis..Pages 4-8

Context ...Pages 4-5

Competition ...Pages 5-6

Customers... Page 7

Company Pages 7-8

Collaborators.. Page 8

SWOT Analysis.... ........Pages 8-9

Porters Five Forces...Pages 9-10

Survey Results.. Pages 10-11

Objective Formulation ...Page 11

Target Customer..Pages 12-13

Marketing Strategy..Pages 13-16

Product..Pages 13-14

Price..Page 14

Promotion..Pages 14-16

Place.Page 16

Marketing Programs...Pages 17-18

Financials ..Pages 18-19

Monitors and ControlsPages 19-21

Appendix ...Pages 22-30

Works Cited..Pages 31-33


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FiveCs

Context

Political

The greatest threat to Targets success in Canada hinges largely on the current inflation ofconsumer prices. The goods primarily affected include various household items and furniture aswell as select groceries. Prices over the last decade have been higher on average in Canadacompared to the US and as a result, many Canadian consumers drive over the border for USprices and brands. According to Julian Beltrames article, summarizing the Canadian FederalBudget hearing in 2013, from The Canadian Press, The Canadian government is graduating72 countries previously classified as developing to full developed status for the purpose oftariffs (Beltrame, Julian). The resulting price increases from this reclassification will, in effect,negate the savings from the price drop created from eliminating tariffs on hockey equipment andbaby clothes.

A less likely but looming threat to a significant portion of Targets success in Canadarelies on the political and social status of Quebec. Quebec is the only territory in Canada that ispredominantly French speaking. Separatist parties have attempted to pass reforms that wouldallow Quebec to secede from the rest of Canada and become an independent country on morethan one occasion since 1970 (2013 Canadian Retail Outlook). Target is scheduled to open 24of their 124 Canadian locations in Quebec and if they were to secede and establish their owngovernment, Target could face heavy restrictions or bans due to their outsider status.

Economic

The discount department store industry as a whole is in the mature stage of its life cyclebut sales remain relatively high for slowing growth. Canada's retail environment is lesscompetitive than the U.S. with lower per capita square footage, but there are still many Canadianbased options for shoppers to choose from as well as rival American competitors. Canadianeconomists predict a growth of 2.7% for the retail industry in 2013(2013 Canadian RetailOutlook). Sales are expected to be low at the beginning of the year but pick up fast towards theend of the year. Experts and government officials have also advised consumers to be cautiouswhen buying on credit and to avoid when possible due to a relatively slow economic time thatnormally follows the holiday seasons.

Social

Results from Canadas last census in 2011 show a population of over 35 million peoplewith the average age being about 41 years old and slightly more than 50% of the population isfemale. Of the roughly 9.4 million census families (2 people min., married), around 3.7 millionhave children (Canada Census Bureau). These statistics fall favorably in line with Targets idealcustomer profile of a woman in her forties with at least one child. Canadas population isheavily concentrated in multiple Census Metropolitan Areas most of which are within 100 milesof the US border (Canada Census Bureau). It is important for Target to avoid placing US and


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Canadian locations too close to the border in order to prevent possible cannibalization. With theimpending increase in tariffs for imported goods, Canadians will be even more willing to driveacross the border to obtain cheaper US prices. This may not hurt Target, Corp. as a whole butcould severely impact the success of Target Canada and its initiatives.

Technological

Targets cost structure and subsequent pricing structure in Canada will be different thanits American stores due primarily to the tariffs mentioned previously as well as the significantlyreduced economies of scale resulting from the highly dispersed yet concentrated population ofCanada. Several American retailers have faced the same problems upon entering the Canadianmarket and have struggled as a result. Target will not be able to compete directly with EDLP(Every Day Low Price) strategies used by competitors. Canadian consumers are less likely touse coupons and more likely to seek out already discounted prices and lower costs (Beltrame,Julian). The growing usage of the Internet among Canadian consumers for purchases and theonline retail market as a whole provides a segment worth dedicating more attention and effort to.

Target can reduce overhead costs for themselves allowing prices to be lowered and these savingspassed along to the consumer. While it may impact the sales of the physical locations, it may bea necessary sacrifice in order to minimize cross-border shopping until Target is able to establisha stronger foothold in the Canadian market and brand loyalty among new consumers .

Competition

The competitive rivalry among discount department stores is a lot less competitive inCanada than it is in the United States, but it is still competitive enough to sway consumerdecisions. Wal-Mart, Sears, Canadian Tire, and Loblaw would be the key players in Targetsexpansion into Canada (Freeman, Sunny). Currently, Wal-Mart is the leading retailer in the

industry due to their ability to offer the lowest prices and are preparing for Targets movementinto the country by lower prices even more. Sears is also a main player within the industrybecause seventy percent of their merchandise overlaps with that of Targets. Sears plans onrenovating current locations and slashing prices as well. Although Canadian Tire is anautomotive based retail store, they also offer a wide variety of household items. Some of theirsales in house ware, apparel, and seasonal merchandise should see a decline due to Targetsentrance. Despite Loblaw being a supermarket, they have made their way into the industry withthe unveiling of their new clothing line, Joe Fresh (Freeman, Sunny). They are looking tocompete with Target in the discount chic clothing space.

The competitive landscape in this Canadian industry is very unique in comparison to theUnited States, but the most unique thing about each and every one of the players within the

industry is that they are all looking to find a niche to differentiate themselves. Wal-Mart strivesto provide the lowest prices possible and that is how they are preparing for Targets movement.They plan on cutting prices even more. Target should not be affected by their transition becauseWal-Marts brand image in not viewed as having the same quality. Target strives more on addingvalue to the customer by adding an exceptional shopping experience instead of offering a lowprice tactic. Although Sears is looking to restructure their image in Canada with renovations andprice cuts, they are more focused on helping rebuild their stores located in the United States.With that being said, Sears is going to be putting more effort in the U.S. rather than in Canada.


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Canadian Tire is currently working on a new differentiation strategy which will feature anautomotive-centric store format to improve customer experience. Automotive care is not inTargets current strategy and would probably not be in their best interest due to the fact thatCanadian Tire has a very loyal customer base. Lastly, despite Loblaw being a supermarket, theyare looking to fulfill a niche strategy based on a new clothing line called Joe Fresh. With all that

being stated, the industry is capitalizing on a differentiation strategy, which is why werecommend Target do the same thing. We suggest Target capitalize on taping into the hearts ofCanadians through Hockey.

This strategic group map shows the relative position of Target in comparison to some ofthe major competitors in the Canadian discount department store industry. Target is scheduled toopen 124 stores, the fewest of the large retailers shown. Canadian Tire, boasts close to 500locations throughout Canada but is still unable to match the economies of scale created by Wal-Mart. Target will need to utilize its brand equity to try and create a level of loyalty amongCanadian consumers in order to compete in this new market. Sears provides a primary exampleof an American company diving head on into a relatively misunderstood market with theexpectations of immediate success. Sears has been unable to capture the necessary market shareto operate a high volume of locations and has begun to reduce their efforts in Canada to shiftfocus back to their now failing American stores. Targets biggest competitor stands to be Wal-Mart as it is in the US due to Canadian Tires relatively high pricing. However if Target isunable to overcompensate their pricing to consumers with the quality and selection of brandsthey carry, they may not be able to convince the consumers to abandon Canadian Tire.


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Customers

As unique as Target stores are, their customers are just a unique. These guests have amedian age of 46 which ranks them as attracting the youngest among major retailers (TargetsUnique Guests). Forty-three percent of Target guests have a college degree and have a median

household income of $55,000. Over half of these guests are employed in professional ormanagerial positions (Targets Unique Guests ).This shows that Targets brand image amongdepartment store shoppers is seen in higher regard than their competitors. Another interestingfact about Target and their customers is that eighty to ninety percent of them are women, withthirty-eight percent of them having children (Targets Unique Guests). We believe this is a veryvaluable statistic when determining our strategic recommendation. Price sensitivity is anotherimportant aspect of Targets guests. With the competitive nature of the discount department storeindustry, customers have the purchasing power. They are able to hold off on purchases in searchof a better price, but these customers understand the difference between price and value. Makingbest of their time and money is essential to these customers. It is important to have a variety ofoptions for their customers because they like having options. Target does a very good job of

offering a wide variety of options at competitive prices. Guests also like incentive programs,such as that of the Target REDCard. Knowing that they can donate one percent of their in-storeor online purchase to organizations in need might influence purchasing. We believe addingCanadian Youth Hockey Leagues to the list of organizations would be a great way to appeal tothe hearts of Canadians. There are currently over 500,000 children who play youth hockey inCanada, and another 500,000 cant play because of funding (Lund). As far as sports go, it doesntget much more expensive that hockey. Being able to donate money to hockey leagues could helplower this number. Another key aspect of Target guests is that they value community outreach.Target currently gives back five percent of their revenue back to the community, equating to 3million dollars each week (Corporate Responsibility). Despite the recent expansion acrossCanadian boarders, ninety-two percent of Canadians were already aware of the Target brand(The Globe and Mail). A significant number of them were willing to cross the border to shop inthe U.S. Target stores. It goes to show how brand loyal Canadians are.

Company

Ranked as the second leading discount department store behind Wal-Mart, Target offers awide variety of products at competitive prices (Target Corporation Company Profile).Targetcurrently has 1,778 stores in the United States and will have 124 stores in Canada by the end ofthe year (Target Corporation Form 10-K). The company brought in $73.3 billion dollars in 2012and has roughly 361,000 employees (Target Corporation Form 10-K). Target is known for itshigh quality stores that emphasize design, creativity, and great customer service. Target sells awide variety of products such as household items, entertainment products, apparel andaccessories, food and pet supplies, and home furnishings and dcor (Target Corporation Form10-K). Giving back to the community has been a cornerstone of their business and hascontributed to their current position within the industry. They currently give back five percent oftheir revenue to the community, which ultimately equates to around 3 million dollars each week(Corporate Responsibility). On top of giving money back to those in need, Target also offersvolunteer opportunities for employees. Target believes that donating time, talent, and resourcesis equally important as the income that they give. This is not only a great way for Target to show


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appreciation to those that have built the company to who they are today, it also is a way tomarket themselves. Knowing that their customers value community outreach, having volunteersgo out into the community representing Target will go a long way with customers. On top ofgiving back to the community in the form of funding, Target really strives to better thecommunity in regards to the environment. They center their commitment around sustainable

living, sustainable products, smart development, and efficient operations. Target puts a lot ofpride into using resources responsibly, eliminating waste and minimizing their carbon footprint.With their renovations of Zellers in Canada, they are looking to seeking Leadership in Energyand Environmental Design (LEED) certification for each of its 124 stores (Abma).

Collaborators

Currently, Target Canada has a social media presence consisting of Facebook, Twitter,and YouTube (Target Corporation). These channels have been used to advertise up and comingproduct lines as well as promotional campaigns. An example of this would be a picture of a handholding a Starbucks coffee cup and the other hand pushing a Target shopping cart telling

customers to Practice the one-handed cart push (Target Corporation).. Here they are sending amessage to guests that their Target stores will feature Starbucks coffee shops inside. Target alsohas a YouTube account designated specifically for the Canadian demographic. Commercialswere made before Targets actually movement into the country to create a buzz about the brand inunfamiliar territories. This tactic worked out very well because Target sent a message that theylove Canada and that they are happy to be their New Neighbour (Target Corporation).. Targetis also working closely with Canadian retailers that have established themselves as popularbrands among the community. Canadians are very loyal to their country and offering Canadianbased products will entice more shoppers. Ottawa gave Target the green light to open stores afterthe chain promised to sell Canadian books and other cultural items (Shaw). Target is provingtheir dedication to the Canadian culture while trying to tap into the hearts of the locals.

SWOT

In order to effectively evaluate Target Corporation, an analysis of the company externallyand internally was conducted to find out what makes the company so successful and what thecompany could possibly capitalize on. This analysis revealed some opportunities Target can takeadvantage of that they currently are not pursuing. In this analysis two frameworks were utilized,SWOT analysis and Porters Five Forces.

Starting out with SWOT analysis, an analysis of Target as a company, internally andexternally, can be revealed. Target has many strengths as a company, which include high

customer loyalty and brand awareness. Including in this are their logo and colors that are easilyidentified and heavily known. Consumers know a target employee by how they are dressed andcan easily pick out a target commercial based on its colors and modern look. When a consumersee the logo, there is no confusion as to its meaning. Target also places their stores in numerouscities that are in favorable locations. Their stores provide customers with a one stop shoppingexperience where the customers can buy a large variety of products. Targets merchandise andstore layout is always consistent at each location which makes it easier for customers to findwhat they are looking for. Most importantly, Target already has Canadian shoppers that cross the


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border in order to shop at Target stores. If consumers are already willing to cross the border, thenclearly Target has a strong and favorable position when locating in Canada.

Unfortunately, with strengths also come weaknesses. Targets employee turnover rate hasbeen high the past couple of years due to wage rates and the amount of part-time employees theyhire. When a company hires mostly part-time employees, they will experience a high employee

turnover rate. Another weakness is their price compared to Wal-Mart, their biggest competitor.Target is priced slightly higher than Wal-Mart and this does lead to some loss of sales, especiallyin tough economic times. Lastly, their more specialized segments do not have the brandawareness that their main products do. Specifically, their grocery, pharmacy, and cosmeticsegments, which do not receive as much awareness as their counterparts do. Some consumers didnot even know Target had a pharmacy or a grocery section in Target (Shaw). The company as awhole does not advertise these segments enough to get the attention they deserve.

As strengths and weaknesses are internal to the company, opportunities and threats areexternal. Target has an abundance of opportunities they could be reaching for, however, there arethreats that get in the way. Some of their biggest opportunities lie within private labels. If Targetexpanded their private label across all departments they could reach a far larger customer base.

Target also needs to capitalize on new store layouts and concepts. Not every Target store is aSuper Target where consumers can get fresh groceries and products. If Target really wants tocompete as a one-stop shop, they need to introduce grocery sections into all stores. They shouldalso target new trends and markets that they are currently not pursuing. A huge market would bethe Green Programs initiated in Canada. This is a huge segment Target has not tapped into yet,and it is a very profitable segment if approached correctly. Target also has huge opportunitieswith expanding internationally since the company has only be located in the United States untilthis year.

Moving into Canada does come with large threats though. Costs being higher in Canadacould lead to increases in prices to make up for the cost differences in labor, taxes, and operatingcosts. This would then make American stores more appealing and could lead to consumerscrossing borders to shop at American Target stores instead. Other threats to Target are theintense competition within the industry they are in. Every company has competition within itsindustry but Target is competing with the largest retailer in the nation, Wal-Mart. Any moveWal-Mart makes to differentiate themselves in the market is a threat to Target. One last threatthat Target could face is switching costs due to low customer income due to a downward turn inthe economy. If customers have low disposable income then they will spend less in general. Thismay also cause customers to switch to even lower priced retailers like Wal-Mart, thus effectingTargets sales.

Porters Five Forces

The second tool used, Porters Five Forces, looks at the external environment in theindustry as a whole. This tool determines whether or not the industry is attractive. In the analysisit was discovered that for those competitors already in the industry it is attractive, but for thosewho are trying to enter it is unattractive. One force, Competitive Rivalry is considered very high.There are many competitors in the industry, which offer a similar array of products and services.Companies in the discount department store industry have to compete within their generalcategory as well as with specialty stores and super centers. There are countless retailers, whichsell similar products that Target sells. Due to this intense competition Target has had to really


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capitalize on their value rather than their price. Their strong position lies in their ability tocommunicate value to their customers through positive customer service and a quality assortmentof goods.

A second force, threat of new entrants, is considered low. Some of the factors thatcontribute to this low threat are the large amount of capital needed to enter, high startup costs,

and few favorable locations available. If a company cannot obtain the capital needed and thefunds needed to cover startup costs, they will not be able to succeed or be profitable in theindustry. More importantly, location is key when deciding where to place a store. In general,there are not a lot of convenient, easily accessible locations available. Competition then ensues intrying to find suitable locations to construct stores.

Third, the threat of substitute products is considered high in this category. This threat ishigh because of the large amount of products that these stores sell. Having a wide variety ofproducts allows you to have a bigger market share but also makes you susceptible to morecompetition. Stores like Kohls, Best Buy, and Payless are considered specialty stores anddiscount retailers so they have products that Target sells. Any customer could go to these storesover Target in order to purchase products. Wal-Mart and Costco are considered Targets two

largest competitors within regards to a super store. They offer almost everything that Target doesand again customers could choose these stores over Target.The fourth force, power of suppliers, is considered low, as target does not allow any one

supplier to provide majority of the products. Target also sells their own private label brands,which are very successful and provide a large number of sales. These two strategies make sureno one supplier can control the price of the goods that are purchased. There are also a largenumber of suppliers that are competing for Targets business so it gives them little room to hagglefor price since Target could easily pick another supplier. Target also purchases large quantities ofproducts, which is another reason suppliers are competing to get Target's business.

Lastly, the power of buyers is also low. Consumer spending is strongly correlated withdisposable income so depending on the amount consumers have to spend they can either shop forluxuries or necessities. Target covers both of these areas and allows the consumers to be able tospend more when they can afford luxuries and less when they can only buy necessities. Targetalso offers store brand and name brand so customers have their preference when it comes totastes and disposable income. When the economy is bad, consumers can buy cheaper storebrands and when the economy is better the customers can buy more expensive name brands.Buyers also have low power considering most purchases are small compared to the companyssales as a whole. There will always be a large supply of potential buyers, which makespurchasing power small for them. Target has taken great advantage of this making sure to marketto a variety of consumers.

Survey Resul ts

To better understand the Canadian audience, a survey was created and submitted tocurrent Canadian residents to complete (see exhibit G). Thirteen questions were asked to gatherinformation about demographics, geographics, shopping habits, knowledge about Target, andtheir opinions on hockey. Sixty consumers responded to the survey. The respondents werepredominantly male, making up 90% of the total. Their age ranged between 17 and 44, with themajority falling between 18-24 and 25-34 year olds. The respondents largely live in the provinceof Ontario, in the cities of Toronto and Ottawa.


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Almost all of the respondents have heard of Target, with a single person having not heardof the store. This is attributed to word of mouth and visits, advertising on American channels inCanada, and visits to the United States. However, because Target has not been in Canada up tothis year, only about half have ever actually been in a store. Most have shopped at an Americanretail store. The most popular American chain was Wal-Mart, which presents a problem as they

are Targets biggest competition.When asked about their preferred brands, most respondentssaid they did not have one, yet the majority of them would not travel more than 10 kilometers ifthey did. And when asked about hockey, more than half said they like hockey, that their favoriteteam is the Toronto Maple Leafs, and their favorite player is Ryan Kessler. Charts of the surveyresults can be found in Exhibit H.

Objective Formulation

Corporate

Implement hockey products program Create/maintain supply channels Collaborate with NHL to obtain hockey clothes Create connections with sports suppliers from famous brands Price the hockey products competitive with specialty stores

Divisional

Handle additional merchandise Maintain quality customer service Create/maintain supply channels Stock merchandise appropriately and timely Develop packet to have Target employees more knowledgeable about new products Maintain excellent customer service in all stores Include youth hockey leagues age 15 & under as part of REDcard giveback program

SMART GOALS

Primary To increase Target stores Canadian segment profits by 5% by quarter 4 of 2014,

2% in hardline, 3% in clothing and apparel. To stock Canadian Target stores with hockey products by end of summer 2013. To make Target Canadian gain and maintain a 15% market share of Canadianmarket by quarter 4 of 2014.

Secondary Increase customer retention for Target Canada stores by 10% by quarter 4, 2014


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Target Customers

To fulfill the strategic recommendation, a target customer must be identified in order forthe hockey program to reach a customer who would be willing to purchase the products beingoffered. Demographic and psychographic information of consumers in Canada was collected to

find the perfect customer group to segment and focus the marketing efforts towards. From theinformation gathered, the list was narrowed down to four separate target groups to focus on: theSports minded jocks, Armchair athletes, Health enthusiasts, and women with childrenhave been chosen. Each of these groups is believed to be most willing to purchase the hockeyproducts that are being recommended because it will meet their current needs.

Firstly, the sports minded jocks will benefit from the hockey equipment because theywill offer the consumers a way to play hockey for fun without breaking the bank. This segmentmakes up ten percent of the Canadian population and enjoy keeping fit through fun activitiessuch as sports and working out. This segment focuses on the fun relating around engaging insports, and less about the health benefits. The sports minded jock is between the ages of twelveand twenty-four years old and is concentrated in British Columbia, Montreal, Ottawa-Gatineau,

and Vancouver ("PMBPsychographic Clusters ). These consumers live an active lifestyle andplay team sports with other fun seeking consumers. The sports minded jock is always looking fora new way to enjoy the fresh air of the outdoors. This consumer segment has a personal incomeof under $10,000 and a household income of about $75,000 ("PMBPsychographic Clusters ).This is most likely because this segment is mostly too young to have a full time job and is livingat home with their family so their own income is low from either not working or working parttime. This segment is mostly single individuals, students, and/or adults living alone ("PMBPsychographic Clusters ).

The second consumer segment that is being focused on is the armchair athletes. Thearmchair athletes differ from the sports minded jock in how each segment enjoys sports. Whilethe sports minded jock enjoys playing sports, the armchair athletes enjoy sports by watching and

not participating (best described as a couch potato). The armchair athlete enjoys watchingsporting events on the television, live at a sporting event, or through the internet. This segmentwill benefit from the hockey accessories because Target will supply the consumer with thehockey apparel they are looking for during hockey season. The armchair athlete like to wearshirts, jerseys, and other items with their favorite teams logo on them to show support, sostocking the Target stores with such items will please this segment. This segment is between theages of eighteen to twenty-four and sixty-five onward and is mostly made up of males who livein the Atlantic, Ontario, Ottawa-Gatineau, and Calgary markets ("PMBPsychographic Clusters). These consumers have a personal income of $20,000 and a household income of around$40,000 and are mostly couples with children ("PMBPsychographic Clusters ). This segmentalso attends sporting events such as hockey games, football games, wrestling, and car racing andbuys sporting goods at Zellers, Wal-Mart, and Sears ("PMBPsychographic Clusters ). Theseconsumers are accustomed to purchasing sporting supplies from existing discount departmentstores so it would not be a far cry in getting this consumer to consider Target for a purchase.Also, Target took over all the Zellers stores in Canada, so these consumers are aware of thelocation, which will make it easier to convince a visit to the new Target store. Since theseconsumers are parents, they would be more willing to purchase matching hockey accessories aswell as hockey equipment as a cheap way to get their children active. This segment makes uparound twenty percent of the Canadian market ("PMBPsychographic Clusters ).


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The third segment to be targeted is the Health Enthusiasts. This segment is a group ofconsumers who enjoy keeping fit for health reasons and are constantly searching for new ways toget healthier. These consumers focus on exercising regularly and eating healthily to keep theirbodies and minds strong. This segment is between the ages of twelve to seventeen and fifty tosixty-four years old and has a personal income and household income of $40,000 and $75,000

respectively ("PMBPsychographic Clusters ). These individuals are either single (mostly forthe younger age) and couples without children ("PMBPsychographic Clusters ). These whitecollared consumers are concentrated in British Columbia, Quebec, Montreal, and Edmonton("PMBPsychographic Clusters ). This segment enjoys the outside, exercising, and doingactivities that will benefit their health. The hockey equipment products will benefit this segmentbecause the cheap hockey products will help the consumers find a new way to get fit while notspending too much. These consumers are not experts on sports and how they should be played,so the hockey equipment that will be sold in Target matches the needs for consumers who aretrying to find a cheap way to play hockey to have fun and get healthy in the process. Targetingthis segment will mean showing the health effects of playing hockey for fun and will entice theconsumers to participate. This segment takes up around twenty-seven percent of the Canadian

market ("PMBPsychographic Clusters ).Lastly, the final segment to be targeted is the women with children segment. Currently,Target is accustomed to serving middle-aged women in their American stores (since womenmake up more of Targets customers than men do). With this in mind, targeting women withchildren in Canada should be easily transferable from the American stores. Women with childrenwill benefit from the Hockey equipment because the women will want to purchase the equipmentfor their children who start to learn about the sport, but are not willing to spend all the money forprofessional equipment. Target will give these consumers an opportunity to purchase hockeyequipment to promote health in their children as well as give the children a chance to beintroduced to or just enjoy hockey itself for fun.

Marketing Strategy

The Four Ps- Product, Price, Promotion and Place

1) Product

Target could use this marketing campaign to both raise awareness of Targets growingpresence in Canada while adding a new category of merchandise available to customersshopping in Targets stores. The new product categories will be targeted towards two segmentsof Target Canadas customers, the hockey fan and the hockey enthusiast. Currently, Target

locations in Canada do not feature a sporting goods department. This creates the challenge ofmaking room for new products and displays in the store, but also creates the opportunity forTarget to tap into the Canadian sporting goods market.


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Hockey Equipment: Featured in this section would be items such as:

Hockey sticks Ice skates Hockey pucks

Mouth guards Hockey Bags Helmets/Masks Goals/Nets

This category of merchandise will focus more so to the hockey player rather than just tothe typical fan. This section will feature both equipment a beginner would need to startplaying in his local hockey league or a replacement item for a more intermediate playerspick-up game. The primary brand featured in this new section will be Easton due not onlyto its economic/low price point line of equipment, but also for logistic reasons, as Eastonhas a distribution warehouse located in Kirkland, Canada.

Hockey accessor ies and apparel: This section highlights items targeted toward thehockey fan such as:

Shirts Hoodies Long Sleeves Water bottles NHL Blankets

Most of the items in this section will be Official NHL Licensed products featuringteams logos, names, mascots and players who are popular in that stores region.

2) Price

The price point of Targets new hockey equipment and apparel will remain congruentwith the rest of the retailers pricing policies. Target will offer the highest quality productavailable at the lowest affordable price. This means that the available merchandise will betargeted towards that of a beginner or intermediate hockey player rather than the more advancedenthusiast who typically desires more expensive and specialized equipment. Due to licensingfees required for most of the apparel, the NHL licensed merchandise will fall onto the moreexpensive end of Targets pricing spectrum, but will still be priced lower than online retailersand merchandise venders at events.

3) Promotion

Promotions from the campaign will take place over several different channels ofcommunication; primarily through digital advertising, grassroots sponsorships, and specialevents. Promotions communicated over each channel will be targeted toward differentdemographics.


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Digital Advertising

Television:Television advertisements focused around hockey and Targets presence inCanada will air for 225 days from May to December on Canadian television and

specifically the channels ESPN, NHL Network and TSN due to the nature of theirbroadcasted content. These ads would be targeted towards the armchair athletes and thesports minded jocks.

Onli ne Banner Ads:Online webpage banner advertisements will be featured on sixdifferent web pages targeted towards 2 different demographics, the armchair athletesand the sports minded jock. For the armchair athlete, Target will feature ads onESPN.com. For the sports minded jock, Target will run banner ads on several sitesdedicated to hockey and even more specific Canadian hockey. These sites are NHL.com,TSN.ca, myhockeyrankings.com, thehockeynews.com and hockeycanada.ca

Social M edia:With an existing 962,612 likes on Target Canadas Facebook page, and44,000followers on twitter; Target will use the existing Target Canada social mediaaccounts to spread awareness of the campaign to customers. Other platforms of socialmedia used by Target include YouTube, tumblr, and Pinterest.

Grassroots programs

Minor League Sponsorships:Target could plan to sponsor three local minor leaguehockey teams. The sponsorship will give the local teams the money to purchase newequipment, jerseys, and anything else that the teams may need. These team sponsorshipswill cost around one thousand dollars per team for a year. The sponsorships will benefitTarget Corporation by the company being shown as a sponsor in all the pamphlets (orgame programs) that will be handed out at each hockey game and potentially bannerswith the Target logo being placed at each arena.

Banner Ad for Websites


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Special Events

Event Give Away:Target will have a special team of representative hired to go to severalhockey events over the course of the season and hand out special Target branded hockeymerchandise such as jerseys and shirts featuring the Target brand logo or pucks with the

Target logo printed on them.

4) Place

The products being offered in this hockey program will be implemented in all onehundred and twenty-four stores that Target will have opened in Canada by the end of 2013. Eachof the store locations will have a section designated for the hockey equipment near the toysections and the different types of hockey accessories will be spread across the store. The hockeyshirts, hoodies, long sleeves, and other clothing will beplaced in an area in the mens, womens,and childrens clothing sections. The hockey blankets will be placed in the household sectionwith other blankets and the water bottles will be sold in the fitness aisle with other fitnessproducts. These accessories will also be place in the same location in store as the hockeyequipment to make the accessories purchases easier while the customers have hockey on themind. These products are placed strategically in these locations to allow consumers to easily findthe products they are searching for. If a consumer were to look for a hockey t-shirt, the best place

to put them would be with other t-shirts for easy access or with the hockey equipment to reachthe customers who is already purchasing hockey supplies, but are not looking to purchase shirtsor other items in the store. Different hockey team accessories will be emphasized in certain areasin Canada. For example, a Target store in Toronto will have a larger stock of Toronto MapleLeaves t-shirts to meet demand in that region as opposed to other regions having their ownregion-specific emphasized products.

Target branded pucks to be handed out at events


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Marketing Programs

To promote the plan for Target in Canada, a multi-pronged marketing blitz has beendeveloped that will utilize several channels and attempt to reach as much of our target audienceas possible. In choosing the mediums and promotion methods for the campaign, promotions have

selected that will achieve maximum visibility, promote large scale recognition of Target inCanada, and craft a positive face for the company. The focus will be on Television, Internet,grassroots, and ads inside the hockey arenas.

For TV advertising, Target will be focusing on three networks for a 225 day ad buy thatwill run from May to December. This May to December timeframe is the ideal to run our ads,with it being perfectly timed with the beginning of the NHL playoffs and the Stanley cup Finals,running through opening day in the fall, and ending just around the halfway point of the seasonin December in time for the Winter Classic. The three networks selected, ESPN, TSN, and theNHL Network, are the biggest sports channels in Canada and are an obvious platform for thiscampaign.

The television ad in question is a distinct yet simple spot that fits perfectly with Targets

aesthetic in its advertising. It opens with the O Canada, the Canadian National Anthem,playing with the specialized logo for the Target hockey campaign slowly growing bigger onscreen. Within the logo itself is video of hockey being played (Exhibit C). Then, there is a cut toa white screen with the words Hello Canada and the Target logo below it. The ad is simple, yetvisually striking and continues Targets tradition of slick and stylish advertising.

Along with the TV advertisements, the power of the internet will be used to reach theconsumer through online advertising and personalized social media pages dedicated to the Targethockey campaign. Sites like Facebook, Twitter, and YouTube give a cost effective way todirectly speak to consumers and for them to sound off on what they like and dislike about thepromotion. Targets YouTube page will host exclusive video content from or pertaining to theNHL, while the Facebook and Twitter page will provide updates and humorous content to Target

fans and serves as one of the monitors of the job being done. By connecting with fans on thislevel, Target engenders a sense of accessibility and friendliness, giving a positive onlinepresence to the campaign.

As for the online advertising, ad space will be purchased on six major websites thatheavily cover hockey. They will be simple banner style advertisements focusing on the TargetHockey logo on a simple background, once again using the trademark look and feel of Target.The banner ads will go up on the official NHL page, the main sites of ESPN and TSN, and 3small but popular sites Myhockeyrankings.com, TheHockeyNews.com, and HockeyCanada.ca.These sites were selected for their popularity, their audience demographics, and their relevanceto hockey in general. These ads are designed to catch the eye of consumers visiting the site whilenot being so intrusive that the visitor becomes annoyed and develops a disdain for Target

because of the ad.On a local level, Target will sponsor minor league hockey teams in the Toronto area.Target will provide equipment and funds to little league teams around the area, giving back tothe community and building up Target as a place to purchase hockey supplies for the kids as wellas anything else consumers might need for the home. It is a back door way of getting parents inthe store and see everything Target stores have to offer. As for minor league teams, thesponsorships promote Targets name to the older, male demographic and grows Targets ties to


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the sport. It is also another means to get Targets name and logo out there and informs consumersthat Target has expanded into Canada.

Another part of the local advertising is promotional items. Along with promotional t-shirts, hockey pucks emblazoned with the Target logo will be made for the fans (Exhibit D).These items will be handed out during NHL games as well as Minor League games after a period

ends and during our Chuck-a-Puck competitions. Promotional items like these are beloved byfans, have a long history in marketing, and play into the idea that people love free stuff(Mueller).

Finally, for our arena marketing program, Target will take part in a dasher boardsponsorship. Dasher boards are the physical boards that align the perimeter of an ice rink. Moreimportantly, companies compete to have their logos and brands displayed on these boards.Target will be partnering with the Toronto Maple Leafs for a dasher board sponsorship. Targetwill also be partnering with three local rinks in the Toronto, Vancouver, and Montreal areas toget our logo on their dasher boards too. The sponsorship will last a full season (1 year) eventhough half season sponsorships are available. Target will want its brand recognized and want toincrease awareness so a full season sponsorship will satisfy that criteria. The most important part

of this sponsorship is that on average dasher board logos are seen 3.4 billion times per year in theNHL. This gives Target a huge reach when it comes to the amount of people that will be seeingthe Target logo at NHL games alone.

The second piece of this program is our Chuck-A-Puck contest at NHL games. Chuck-A-Puck is an intermission game contest where contestants purchase foam pucks in the rinks andhave a chance to throw them on the ice into buckets. If a contestant gets a puck in the bucketthey can win prizes, like Target gift cards. We would be partnering with local NHL teams inorder to participate in the contest. This would bring Target extra revenue as well as create moreawareness. This is a cheap, easy way for Target to increase its awareness and to create some funpositive buzz about the stores and company.

Financials

In order to implement the hockey program, many costs must be incurred in an attempt tocreate a successful implementation. Promotional costs will be the majority of the costs taken onby the Target Corporation. The costs will include $15,000 for a freelance graphic designer todesign banners, pictures, advertisements, reminders, backgrounds, cover photos, and anythingelse needed for the social media platforms. The Target logo hockey pucks will cost $215,760 tomanufacture at a price of 0.87 each (2,000 pucks per store and additional events)( "PRINTEDPUCK"). The t-shirts with the Target Canada logo to be distributed at hockey events and otherpromotional events will cost $1,140,800 (at $4.60 each for 2,000 per store) ("ComfortSoftHeavyweight 100% Cotton T-Shirt). The production costs to produce the commercials for

television will be approximately $5,000 ("How Much Does It Cost ") and the cost to air onthree different channels will be $1,386,450 to air for 225 days from May to December (Gloria,Boone). The cost for a graphic designer to create four banner advertisements for the websiteschosen to advertise on would approximately $2,000 for four hours of labor and the advertisingcosts will be around $360,000 a year for the six websites ("Online Banner Advertising & OtherAdvertising Methods."). Ten thousand dollars will be allocated to the Target Gift Card give-a-ways that willbe distributed at promotional events for winning chuck-a-puck or other contestsbeing held. Sponsoring a little league hockey team will cost around $3,080 for a whole year to


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sponsor three teams ("Sponsors"). This will include have the Target logo in the programsdistributed at the little league games as well as the target logo on the jerseys of the players. Thedasher boards will cost around $640 to produce ("Hockey Bucks NHL..."). To place the dasherboards in the Toronto NHL arena for a full year will cost $150,000 and $1,200 to advertise inthree local rinks ("Hockey Bucks NHL). There will be two dasher boards per arena to be

placed at opposite sides of the rink. These promotional costs will total $3,289,930.In order to calculate the costs and revenues to implement the actual products in the stores,Target would have to price the products to be sold in the stores as well as look at the cost of themerchandise to be bought to be placed on shelves in stores. The prices that have been suggestedare based upon researching the current competitors (Canadian Tire, Wal-Mart, Costco, etc.) whosell similar products in Canada, and then set the price slightly lower than the competition. Aslong as the cost will not cause a loss, the prices can be set lower than the competition. The retailprices are as follows: hockey stick sold for $50, hockey skates for $50, hockey pucks for $3,mouth guards for $5, hockey bags for $35, hockey helmets for $45, goal for $35, hockey teamshirts for $15, hoodies for $30, long sleeve shirts for $25, team water bottles for $15, and a teamthrow fleece blanket will be priced at $30. The costs for the products were taken from a

manufacturer website that can directly sell through Easton and the NHL (Alibaba.com). The totalprice for the merchandise for a year was calculated to be $4,604,368. The revenues if allmerchandise was sold will be $15,884,400 for a full year. The prices and costs were multipliedby the quantity forecasted and will be needed for a full quarter before needing to reorder anymore inventory for each store. If all the merchandise was sold, then the revenue minus the costwould equal $11,280,032. The total cost of inventory plus promotional costs will approximatelycost $7,894,298. With that in mind, the return on investment has been calculated to be 42.89%and the return on marketing investment has been calculated to be 2.44. For a full breakdown ofthe financials, the worksheet can be seen in exhibit A.

Monitors and Controls

In order to track that this program is being implemented correctly as well as react ifsomething goes wrong, special monitors must be put into place. Firstly there must be a system ofseeing if the program has attracted customers into stores as well as making purchases. Also theremust be a system in place to track if the promotional programs are effective, as well. A way totrack if the promotions have a positive effect on accomplishing the goals is through Targetssocial media. Since the hockey program will be utilizing Target Canadas current social mediaplatforms (Facebook, Twitter, Youtube, Tumblr, Pinterest, etc.) then tracking the amount ofadditional likes (Facebook), followers (Twitter/Tumblr), subscribers (Youtube), and any othersthat come from the promotional activities can help gauge if the promotional efforts are workingor not. If there is an increase in consumers interested in Target Canadas social media sites after

promoting Target at the sponsored hockey games, airing of commercials, giving away of thebranded pucks, or any of the other promotions, that could mean that the efforts were effective.The more consumers who subscribe to the social media sites means that there is an easier accessdirectly to the consumer to get feedback as well as inform the consumers of upcoming deals,events, or sales.

Another monitor of effectiveness would be in the weekly sales reports of the TargetCanada stores. Each store in Canada will have implemented the hockey program and will beselling the hockey products. This is the most fundamental way to tell if the hockey program is


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performing well or not. Looking at the weekly sales in all the Canadian regions will shed a lightonto how much of the product is being purchased, at what time, by whom (if the customer has ared card), and other valuable information. If the sales are low for a certain week, then Target willhave to see what external factors, as well as internal factors, that could be negatively affectingthe sales. If the sales are above the forecast, then Target will still want to check and see what it

was that made consumers want to purchase more products. Using this information, the managerscan figure out if their supply chain needs adjustments, if the forecasts need to be altered, or ifpromotional activities need to be increased or decreased. If the entire inventory of a specificteams hockey shirt is sold out after a few weeks because of a big game coming up, then Targetwill use this information to make sure to have extra stock of that product when the next trendcomes around. Also, the weekly sales reports will tell how well the store did in general. The goalof the hockey program is not mainly to sell hockey products, but to influence customers to feelcomfortable to come into the stores to purchase other products. The sales reports could becompared before the program is initiated and after to the effectiveness of the program.

Comparing Canada and the United States retail financial reports could also help to showhow effective the program is. If the retail stores in Canada are performing better than the same

amount of retail stores in the U.S., then that means that the hockey program may be effective.Comparing these two segments together can help shed light as to what the Canadian stores mayhave to do to make sure the program is a success. Since Target is well established in the UnitedStates that means that the U.S. retail stores have had failures and, for the most part, successes forthe Canadian segments to learn from. If the American stores has implemented a similar programto the hockey program in the U.S., then research into the American stores financial data canshow what was done during that time to ensure that the American program was a success, andthus the Canadian stores can perform similar functions to try and duplicate the result.

The activity on the Target Canada website as well as advertisements on other sites canalso be a way to measure how effective the program is. If the Target Canada website was toreceive more viewers as well as an increase in click rate of the website, then that could be a signofthe programs effectiveness. Comparing the click rate of the Target Canada before and afterthe implementation of the program would show if the program would create excitement andcuriosity in Canadian consumers. The amount of clicks the banner ads received would also showeffectiveness of the hockey program. If the banner advertisements that were placed on six siteswere effective enough to have consumers actually click them to lead to the Target Canadawebsite, then that suggests an incredibly consideration amongst the amount of consumers thatactually click to follow the advertisement.

Lastly, the most specific monitor to track the effectiveness of the program is to ask thecustomers directly how they feel about the hockey program and its implementation. This can bedone through consumer surveys directly to the customer. A link to the survey will be attached onthe back of the customers receipt after a purchase and the cashier can instruct the customertofill out the survey if they wanted to. The consumer would log onto a specific survey site and fillout questions that directly relate to the customers satisfaction or dissatisfaction levels. Thismonitor can be incredibly useful because the management is getting information directly fromthe consumers who have already made a purchase. These consumers are the best people to askopinions about the stores because they dictate what they will tell about the store to others or ifthey themselves will come back for a repeat purchase.

With all of these monitors in place, there must be an effective action plan set to helpcontrol the program. After looking at the data that will be gathered from the monitors stated


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previously, Target stores will have to adjust their strategy if need be. For instance, if there is aconsistent result of surveys saying that consumers are demanding a specific teams apparel at thestores, then Target management should focus on getting that product available for the consumerto purchase. Or if the result of a sales report suggests that there is not enough stock of a certaintype of equipment, then Target better find a way to get more inventory of that equipment. If there

is a decrease or no increase in site visits as well as social media metrics, than Target may have toalter the promotional plan by placing more commercials on air or on different channels, sponsormore arenas, or adjust any current promotional plans. Monitoring the current and potential futureenvironments is key to obtaining success in this plan.


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Appendix

Exhibit A-Financial Spreadsheet-This spreadsheet analyzes how much each store will need inmerchandise for each of the 124 stores and the revenues and costs associated with it. Also returnon investment and return on marketing investments have been calculated.


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Exhibit B- Canadian Household Expenditures-This is a table showing total expenditures inCanadian households. Notice that recreation is what Canadians spend the most on in a year.


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Exhibt C-Sample Video Advertisement-A sample of the advertisement that will be placed onall social media outlets as well as on television. Here is the commercial on youtube.

Exhibit D-Target Hockey Program Logo-This will be used in many promotional items such asshirts, banners advertisements, commercials, water bottles, etc.


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Exhibit E-Sample dasher board advertisements-These dasher boards will be placed in thehockey arena in Toronto and in the smaller, local arenas.


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Exhibit F-Hierarchy Chart-This chart shows the categorical breakdown of retail stores inCanada.

Budget: retail channels available in CanadaGeneric: Big box retailers

Category: Discount stores in CanadaSub-Category: American discount departmentlocated in Canada


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Exhibit G-Survey Form-This is the survey that was submitted to consumers to receive primaryresearch.


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Exhibit H- Survey Results. These are charts expressing the results of the survey we conducted ofCanadian consumers.


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Documents

Target Canada Paper_v3