DOLLARAMA.

INC

COMPANY OVERVIEW

Dollarama is a Canadian chain of retail stores selling a variety of everyday products, including

household essentials, party supplies, stationery, health, beauty, toys and snacks. The company is best known

for its selection of inexpensive items at low prices. At the present, they are the largest Canadian dollar retail

store chain with more than 1000 stores spread across the country. It was founded by Larry Rossy, the

grandson of a Lebanese immigrant who inherited it from his father. Although Dollarama was established in

1992 by Larry Rossy a grandson of Salim Rossy, Salim Rossy's is credited for establishing the first shop, S.

Rossy Inc. shop in 1910, the birth of Dollarama . When Larry Ross took over as the business's CEO in 1973,

the business's operations had steadily grown, and by 1992, the business had more than doubled the shop

chain form twenty to forty-four outlets.It has its headquarters in Montreal Canada

All the retail establishments are situated in a city or a small town in a different province of Canada. They are

currently active in 10 of the nation's provinces (About Dollarama, 2017).

Dollarama exists to deliver a convenient and enjoyable shopping experience to its customers through its well-

organized stores, friendly staff, and efficient checkout process. The organization strives to be a responsible

and ethical corporate citizen by operating sustainably, supporting its employees, and giving back to the

community.

Mission statement

Our mission is to provide our customers with everyday products at affordable prices while delivering a

convenient and enjoyable shopping experience.

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 Core Values

The core values of Dollarama Retail Company are as follows:

 Quality: We are committed to providing the best quality products and services to our customers.

 Reliability: We believe in developing long-term relationships based on trust, integrity and honesty with

all of our customers.

 Innovation: We will constantly look for ways to improve ourselves and our products/services based on

customer feedback and other factors beyond our control (e.g., technology).

 Customer-oriented: We put our customers first and strive to provide exceptional value and service. The

company is committed to offering timely and affordable products that provide excellent value for the

price in a respectful manner. The approach has helped in building a strong reputation as a discount

retailer

 Competence: We are committed to providing high quality products at competitive prices.

 Customer service: We will provide excellent customer service to all of our customers, whether it be by

phone, email or in person.

 Responsibility: We believe that we have a responsibility to make the world a better place for everyone by

doing things such as recycling, helping others and contributing back to society in general through

volunteering activities like working at Habitat for Humanity or donating used items for resale at a thrift

store like Goodwill or Salvation Army store

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 Porter’s Five Forces

Retail Industry in Canada

Firstly, Dollarama competes in an extremely competitive marketplace for basic discount household goods,

these include a large number of privately held multi-outlet chains, privately run dollar stores, discount

retailers, and mass merchants. These retailers and Dollarama compete for the same customers, workers, store

locations, goods, and services. A Buck or Two, Dollar Giant, Dollar Store with More, Everything for a

Dollar, and the Great Canadian Dollar Store are a few of the company's immediate rivals (Appendix B). Due

to poor brand identification and distinctiveness of products, low customer conversion costs, low product

complexity, high rival discontent with market position, and low obstacles to exit for rivals these established

rivals are under significant competitive pressure. Furthermore, big merchants like Wal-Mart also pose a

serious threat to the business because they have significantly more assets, promotion clout, and recognition

among customers. They also engage in aggressive advertising campaigns, have a wide variety of high-quality

products, good in-store amenities, good store locations, competitive pricing, and flexible store hours.

Dollarama's profitability and revenue growth would suffer greatly if these well-established enterprises

entered the dollar store market more aggressively. Because of this, there is fierce competition among

established businesses, which poses a significant competitive danger to Dollarama. Because of this, there is

fierce competition among established businesses, which poses a significant competitive danger to Dollarama.

The possibility of new rivals entering the dollar store sector poses a second risk to Dollarama.

Notwithstanding the fact that the business is the leading retailer of dollar stores in Canada, there is a

considerable chance of new competitors from Canada, the United States, and other foreign nations entering

the market because there are neither significant economic obstacles nor onerous government restrictions for

setting up dollar stores. The potential danger of fresh players into the dollar store industry is also high due to

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low variations in goods and brand recognition, comparatively minimal investment in capital or startup

expenses, easy access to channels of distribution and manufacturers, and an industry size made up of small to

medium firms. These factors could negatively impact Dollarama's business and financial results.

The possibility of substitute items is the third factor affecting Dollarama's competitive environment.

Although Dollarama gives clients a wide selection of more than 3500 everyday items, its competitors may

provide customers with the same or a similar selection of products at comparable price points. Due to the

high likelihood that customers will transfer brands, the low cost of switching, and the moderate level of

customer loyalty to a given shop, alternative products pose a serious danger to this business.

The strong negotiating power of Dollarama's clients is the fourth element affecting its ability to compete. Due

to the little product distinction between the company's offerings and those of its rivals, this industry has a

high level of buyer power. In other words, customers have more negotiating power when choosing different

goods and stores because there are numerous retailers providing the same or similar things. High buyer

power for customers in this industry is also a result of low customer volume purchasing and low

customer conversion costs.

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 Political Factors

Change in policy with the coming in of a transition government - Trends indicate that Canada's there will

be a change in governance after the upcoming polls. Dollarama should be prepared for this eventuality as it

will shift the priority areas within the service sector.

- Regulations and Procedures - Dollarama has a range of regulations that govern how it operates in the

different markets it works in. In recent times, in Canada and other developing nations, the regulations

regulating market access and how shops (Department & Discount) are permitted to operate in the local

marketplace have.

- Taxation policies

Over the course of the last two decades, The Dollarama company has profited from laxer tax legislation in

the western part of the world. The results are higher income and growing R&D expenditures. The rising

disparity in Canada may necessitate changes to the taxes rules. Municipal governments are also looking into

taxing strategies that are specialized to the retail (Department & Discount) industry to reduce greenhouse gas

emissions from the services sector.

Allocation of resources by the state and time scale

The most recent Canadian government efforts may encourage greater capital to flow into the services sector.

Given that the public is more inclined to support the suggested policies, it is logical to assume that their

implementation are going to endure beyond than the present Canadian government's approved period.

Relevance of municipal governments in Canada; In contrast to most other nations, local governments in

Canada are essential to the creation of legislation and policy. Instead of creating national laws in Canada,

Dollarama must closely monitor the states and territories where it operates.

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System of governance;

Even if it may produce leadership who may lead legislation that deviates from the standard of the past, I don't

believe much is going to shift in Canada's current government system, which has long fulfilled its function.

In order to forecast trends, Dollarama must maintain a close eye on the government priorities for the entire

industry.

Labor regulations: Retail companies rely heavily on their workforce to operate efficiently. Any changes to

labor regulations, such as minimum wage, overtime, or worker protection laws, could increase labor costs for

the company (Gilbert & Huber, 2022). Changes in immigration policies limit the availability of a qualified

workforce, negatively impacting the company's ability to grow and expand.

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 Economic Factors

The effectiveness of the securities markets in Canada, has allows Dollarama to access strong financial

markets and simple liquidity in the Canadian share market in order to grow internationally.

Economic Performance of Canada - - It's anticipated that the country's economic growth will remain

constant over the next five to ten years due to increasing expenditure on emerging sectors, steady consumer

demand brought on by growing disposable income, and spending by the government.

Economic cycles: The strength of the Canadian economy has a direct impact on The Dollarama company's

success there. The foundations of the past two decades of economic expansion have been laid by greater

internationalization and the exploitation of the local assets to supply foreign markets.

Vital infrastructure is present in Canada The Canadian government has gradually increased spending on

developing essential infrastructure with the goal of facilitating and improving the business environment.

Dollarama might make use of the present facilities to encourage expansion of the services sector in Canada.

Forex: Dollarama's long-term and immediate-term investment plans may be impacted by the fluctuating

Canadian dollar exchange rate.

Workforce expertise in the Canada market; Canada's workforce professionals possess intermediate to

high expertise in the services sector. The Dollarama company can employ it to further develop its offerings in

Canada and to open new opportunities internationally by utilizing the qualified staff.

Gross Domestic Product:

The GDP for the retail trade sector was around 106.24 billion Canadian dollars in February 2022.

(Government of Canada, 2023)

Gross Domestic Product:

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The GDP for the retail trade sector was around $107.08 billion Canadian dollars in February 2023 (Statista,

2023).

Disposable Income:

The average disposable IncomeIncome per person in Canada was around 33,000 Canadian dollars in 2021.

Personal consumption:

Personal consumption expenditure in Canada was 285.239 USD bn in Dec 2022.

Exchange rate:

The Canadian dollar trades at around 0.7216 US dollars (Bank of Canada, 2023).

Inflation rate:

The inflation rate in Canada was around 8.1% in June 2022 (Bank of Canada, 2023).

Interest rate:

The Bank of Canada's benchmark interest rate is 4.5% (Bank of Canada, 2023).

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 Social Factors

Accessibility to essential services: Over the past fifteen years, the average person in Canada has usually

enjoyed improved accessibility to these vital services. The cause of this has been the rise in public service

spending.

- Education - Canada as well, and the Dollarama sector in particular, has a high level of education.

Dollarama can use it to increase its share of the market in Canada. In Canada, media outlets are crucial for

influencing public opinion. Both traditional and digital networking sites are rapidly growing in Canada. This

tendency can be used by Dollarama to more effectively market and advertise its products.

Mentality toward health and safety - As liberalization advances, mentality about healthcare and security

deteriorates. In Canada, the cost of failure is too high, so Dollarama should refrain from embracing these

viewpoints.

- Structure of power - There is an income gap or disparity increase in Canada. The social order or hierarchy

which has been in place for the past 60 to 70 years has evolved

- Social hierarchy and conventions

Canada's social structure and norms vary from those of Dollarama's home market. It ought to make a

concerted effort to put together indigenous personnel that is knowledgeable with the customs and values of

the community in order to provide customers in Canada with superior service.

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 Technological

Partner empowerment in the supply chain

Technology has shortened the time it takes for a raw material to be transformed to a finished product. This

has made it attainable for manufacturers to produce novel products faster. Due to this, Dollarama's

promotional division is under pressure to advertise a wide range of goods in order to please the suppliers. The

Dollarama's running costs went up as a result.

- Reducing production costs;

Thanks to state of the art technologies , the services sector is quickly reducing production and servicing costs.

To increase flexibility and be able to adapt to shifting cost structures and customer needs, Dollarama must

restructure its supply network.

- Investment in research and development at the macro and local levels in Canada. If both the private and

public sectors are investing money in creating novel ideas, there is a disruptive creative ecosystem.

- The most recent technological advancements made by Dollarama's rivals; this might give you a decent

idea of what they're up to and where the next phase of the retail (department and discount) business model

lies.

- The chain of supply is being rapidly disrupted by advances in technology as it gives wider actors in the

services sector information at their fingertips in addition to supply chain clients.

- 5G technology and the possibilities - Dollarama needs to pay close attention to how user experience is

improving as speed and access increase. This has the potential to dramatically change how customers use

technology in the retail (department and discount) sector.

Automation and the rise of the Internet of Things (IoT) are becoming increasingly popular in many industries

and can reduce labor costs, increase efficiency, and improve safety. Robots are replacing manual labor and

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allowing for increased production. It will reduce labor costs and allow companies to respond more to

customer needs.

The emergence of artificial intelligence (A.I.) used to automate processes and make decisions are increasing

to maximize efficiency and safety, improve customer service, and streamline operations (Rathore, 2023).

Increasing the use of artificial intelligence (A.I.) would potentially revolutionize many industries by

automating mundane tasks and making decisions based on large datasets. Companies will become more

efficient and productive by reducing costs and offering new and innovative services.

Increasing augmented reality (A.R.) will allow users to interact with virtual objects in a real-world

environment. It has many potential applications, such as virtual tours, product demonstrations, and interactive

training. It could allow companies to create immersive customer experiences.

The emergence of blockchain technology: Blockchain is a distributed ledger system used to securely record

and store data. It is used to create new products and services, such as digital currencies and smart contracts. It

would allow companies to securely manage and transfer data and assets.

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 Competitor Analysis

Dollarama is competing against local as well as international businesses in the retail trade, where rivals are

vigorously bidding for clients based on cost, shop location, merchandise quality, uniformity of in-stock

levels, and satisfaction with service. The business's rivals include nationwide, regional, and local owners of

dollar stores, discount shops, variety stores, convenience stores, and bulk retailers. To succeed in the market,

a company must differentiate its goods and services with a clear and unique value proposition. Some of the

company's primary competitors are Metro Inc., Loblaw Companies Limited, Hudson's Bay Company,

Canadian Tire Corp. Ltd., Empire Co. Ltd., Dollar Tree Inc., and Costco Wholesalers Canada, Ltd.

With 0.8% of the total market, Dollarama is ranked 15th in terms of retail sales distribution in

Canada, behind Loblaw with 16% of the market, Sobeys has 8.8%, and Walmart with 7.4%. However,

Dollarama dominates the dollar and variety store market in Canada, with 68.8% of the market to Dollar tree's

8.7%. Canada's expanding market for household goods presents Dollarama with prospects. According to

research data, Canadian home goods retail will be worth US$40,602.4 million by the end of 2025. The home

renovation sector dominates the Canadian market for home products, accounting for 56.1% of the total

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market value. The second-largest category, which accounts for 28.4% of sales, is home goods, followed by

outdoor living at 15.6%.

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 Market Analysis Template

1. Market analyzed

The market being analyzed is the discount retail market in Canada, specifically the segment in that discount

retail industry operates.

2. Needs to be met by the market

Discount retail industries needs to meet affordable and accessible products for consumers looking for

everyday essentials, household items, and low-priced novelty items. The companies specifically caters to

consumers who want to save money on their purchases without sacrificing quality.

3. Total volume of market

According to Statista, the discount retail market in Canada had a total revenue of approximately $674 billion

Canadian dollars in 2020 (Statista, 2023).

4. Total customers

The total number of customers is all the population in Canada which is estimated to be 39,292,355 people

(Government of Canada, 2022).

5. Potential growth

The market has been experiencing steady growth over the past decade, with total retail sales increasing from

CAD 482 billion in 2011 to CAD 634 billion in 2020, a CAGR of 3.4% (Statista, 2023). The future growth of

the retail sector is anticipated to be fueled by rising disposable income, changing consumer preferences, and

population growth.

6. Recent events that affect the market

The COVID-19 epidemic has hastened the transition to e-commerce and omnichannel retailing, which is

anticipated to fuel online sales and the expansion of digitalization in the retail industry.

7. What else to know about the market

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The company should consider market segmentation, consumer demographics, and industry trends to fully

understand the retail market. The retail industry is divided into several segments, including grocery,

fashion, electronics, and home goods. Each segment has its unique customer base and demand drivers,

making it essential to understand the specific dynamics of each industry segment. Consumer

demographics, such as age, gender, and income, can significantly impact the demand for retail products

and services. Keeping up with the latest industry trends, such as digitalization, sustainability, and

personalization, provides valuable insights into the future of the Canadian retail market. The trend

includes changes in consumer spending patterns, competitive landscape, technological developments, and

macroeconomic trends. The company should also analyze the regional differences in the Canadian retail

market to better understand the opportunities and challenges of operating in different provinces.

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 Internal Analysis Template

Tangible Resources: Physical retail stores, inventory such as food, clothing, toys, and household items, and

internal technology infrastructure. Dollarama is a leading dollar store chain in Canada, with over 1,000

physical retail stores located across the country (Statista, 2022). The company's internal technology

infrastructure includes the company's point-of-sale systems, warehouse management systems, and customer

relationship management systems. Dollarama has invested heavily in the last few years to expand its physical

store footprint and its e-commerce capabilities. The expansion has allowed the company to offer its products

to a wider customer base, both in-store and online.

Intangible Resources: Brand recognition is associated with quality and value, reputation, intellectual

property, and customer loyalty due to honesty and integrity. Dollarama has established a reputation for

providing excellent customer service and for being an honest and reliable business partner. Statista 2022

reports that it is the far biggest and most frequently visited store in Canada. Dollarama has a portfolio of

patents and trademarks that protect its products and services.

Strategic Resources/Competencies

Dollarama's strategic resources/competencies include its operational capabilities, financial resources, and

organizational structure. Dollarama has a valuable extensive distribution network which has allowed them to

capture a significant portion of the Canadian discount retail market. They have also invested heavily in their

supply chain and logistics capabilities, allowing them to offer competitive prices and a wide selection of

products (Statista, 2022). The financial resources are rare in the discount retail market as the have been able

to generate strong cash flow and maintain a high level of profitability despite the competitive nature of the

industry. The company has developed an inimitable unique corporate culture of “value-driven” decision-

making that is focused on customer service and operational efficiency. It's operational capabilities are non-

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substitutable as they have invested heavily in the development of its supply chain and logistics capabilities,

which have allowed them to provide customers with a wide selection of products at competitive prices.

Dollarama has developed an efficient supply chain management system and point sale system, enabling it to

efficiently manage its inventory and quickly respond to customer demands.

Current business-level strategy

Dollarama currently uses a cost leadership strategy to minimize operations costs and pass on the savings to

the customers through lower prices. It has adopted a no-frills approach, providing basic products without

additional features or services.

Dollarama main activities (Dollarama, 2019)

The main activities of Dollarama are operations, financial and accounting, research and development, human

resources, marketing, sales, and service. Operations involve the day-to-day running of the stores, such as

stocking shelves and processing payments. Dollarama operates a network of more than 1,000 stores

throughout Canada. It provides a variety of products and services, including everyday household items, party

supplies, health and beauty products, toys, and seasonal items.

Financial and accounting activities include managing the company's finances, preparing financial reports, and

keeping track of income and expenses. Dollarama has established strong internal controls and processes to

ensure that its financial reporting is accurate and reliable. The company also follows Generally Accepted

Accounting Principles (GAAP) and ensures compliance with all applicable laws and regulations (Dollarama,

2019). The company publishes an annual financial report to provide stakeholders with an overview of its

financial performance.

Research and development are used to identify new products and services that can be offered to meet

customers changing preferences. Dollarama is committed to providing customers with innovative products

and services that meet their needs. The company has dedicated teams of professionals who are responsible

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for researching and developing new products and services. The teams utilize a variety of techniques,

including market research, customer feedback, and trend analysis, to identify opportunities for improvement

and growth.

Human resources involve recruiting, training staff, and managing employee relations. Dolarama is committed

to providing a safe and supportive working environment for its employees. The have established policies and

procedures to promote a diverse and inclusive culture, and to ensure that employees are treated with respect

and fairness. Marketing, sales, and service activities involve promoting the company's products and services

and providing customers with support. The company use digital marketing, social media campaigns, and

promotional events (Dollarama, 2019). The company also provides customers with helpful customer service,

such as product recommendations and advice.

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 Internal Analysis

Key Performance Metrics Template

The following are the financial performance of Dollarama according to Dollarama fiscal report in the third
quarter on 27 February 2023(Dollarama Inc, 2023)

Metric Actuals Targeted/ Green

for the Budgeted Yellow Current
Comments/
Current for the Red Time
Clarification
Year Current Status Period
Year1
Financial(million)
Revenue $963.83 $1.5 B Revenue is below
million -Y 2023 - Q1 expected levels –
watch next quarter
Net Income $ 201 $ 500 -Y 2023 - Q1 Below expected levels
million – watch next quarter
Gross margin 14.9% 20% -Y 2023 - Q1 Below expected levels
– watch next quarter
Operations -Y
Operational costs $181.8 $150 -Y 2023 - Q1 Below expected levels
million million – watch next quarter
Safety $5.1 $4 million -Y 2023 - Q1 Below expected levels
million – watch next quarter
Operating margin 14.3% 12.3% -Y 2023 - Q1 Below expected levels
– watch next quarter.
Customer
Customer satisfaction 3.4 of 5 4.2 of 5 -G 2023 - Q1 On track
Market share 18% 25% -Y 2023 - Q1 Below expected levels
– watch next quarter
Instagram, face followers 200k 500k -G 2023 - Q1 On track
and TikTok
Employee
Employee Satisfaction Medium High -G 2023 - Q1 On track
Training hours 10-15 hrs 21 hrs a -G 2023 - Q1 On track
a week week

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 KPI INTERNAL ANALYSIS

With a solid team of well-trained customer service representatives, Dollarama is able to provide the highest

levels of client satisfaction. Clients find it easy to shop at Dollarama due in part to the wide variety of items

and the friendly atmosphere. The company runs a tight ship and maintains strict accounting practices such as

inventory management, internal and external communications, order processing, and assembly time. These

methods allow Dollarama to successfully track sales volumes. Management will continue to adjust prices

based on market variables to ensure that margins remain strong and profitable.

The analysis of the KPI Internal is critical to Dollarama's success. It is important to understand how they are
doing, and how they plan on improving in the future.

The following are some of the key KPI's for Dollarama:

Competitors Analysis - How do other retailers compare? For example, how many people visit a competitor's
store during the same time period?

Customer Satisfaction - Are customers happy with their Dollarama experience? Are there issues that need to
be addressed? What types of services do customers value most?

Sales Volumes - How many items did shoppers purchase at Dollarama last month? Was there a change in
product sales or customer service?

Profitability - How much money did Dollarama make last year? What is its projected profit margin this year
and next year? Are there any opportunities to grow revenue or improve profitability while maintaining
margins?

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 2023 Q3 versus 2022 Q3 Results

 Sale volumes rose by 14.9% to $1,289.6 million

 Sale volumes in comparative stores rose by 10.8%

 Compared to the previous year, 2022, EBITDA climbed by 11.3% to $386.2 million, or 29.9% of sales.

 Compared to 2022, operating earnings climbed by 11.5% to $302.7 million, or 23.5% of sales.

 In contrast to 16 net new stores, 18 net new stores opened.In Q3 2023, the company opened 18 new

stores as compared to 16 in Q3 2022

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