Market Managers as Micro-Chain Owners

“⁠It was Pierre Peters, one of the longest-serving executives at Couche-Tard, who had the responsibility of going to Columbus and explaining to the management of the group’s fourth division how Couche-Tard operated—the administrative procedures they followed. The 225 stores had to be grouped into smaller units of 10 to 12 stores, with a market manager placed in charge of each unit. The market manager would act almost as an owner of the micro-chain of stores; he or she would be expected to visit two stores a day to ensure they were running well and to resolve problems as soon as they appeared. This would give the store manager time to focus on customer service. “The efficiency of an operation doesn’t come from offices,” says Peters. “Any problem is going to be found in the store, and so that’s where the solution will be.”⁠”

“As soon as the deal was announced, Bouchard declared that Couche-Tard’s objective was to increase the number of establishments in its new American Midwest division from 225 to 600. It would take place through small acquisitions, and by building new convenience stores inspired by the “Strategy 2000” concept. To succeed, they had to rely on the management team already in place in Columbus, whose jobs Couche-Tard had promised to protect.”