Entity Dossier
Organization

Montreal

Strategic Concepts & Mechanics

Signature MoveGo Home to Your Family — Burnout is Firing OffenseSignature MoveMarket Managers as Micro-Chain OwnersSignature MoveNo Head Office — Only a Service CentreStrategic PatternSloche-Style Brand InsurgencyIdentity & CultureLoyalty Over Obedience From Every EmployeeSignature MoveBudgets Built From the Store Floor UpSignature MoveFounders With Noses in the BooksCornerstone MoveBuy the Target With the Target's Own AssetsCornerstone MoveHibernate and Metabolize After Every KillIdentity & CultureOrphan Hunger as Competitive EngineCornerstone MoveOwl on the Branch — Patient PredationDecision FrameworkFour-Way Unanimous Veto on Big BetsRisk DoctrineNever Let Financiers Renegotiate at the AltarCompetitive AdvantageConcentric-Circle Location ScienceCornerstone MoveGovernment-Guaranteed Loans via Corporate SplittingCornerstone MoveEight Days to 850 Seats at Expo 67Cornerstone MoveFree Delivery When Everyone Charged for TaxisStrategic PatternRide the Living Room RevolutionCompetitive AdvantageQuiet Revolution TailwindOperating PrincipleTrain From Dishwasher to RotisseurSignature MoveWorkers Smuggled In Chicken OvensIdentity & CultureAthlete's Composure Under Commercial FireSignature MoveA Busy Kitchen Doesn't Move — Dishes DoSignature MovePermanent Renovation as Operating StateCompetitive AdvantageMother-of-the-Family as Brand AnchorSignature MoveBosses on the Spit, Never in the OfficeCornerstone MoveSauce in a Packet: Recipe as Retail ProductSignature MoveEmployee Ideas Built Into the EquipmentCornerstone MoveTV Ads for a 78-Seat Chicken ShopCapital StrategyLandlord as Silent BankerStrategic PatternFlanking Around Entrenched GiantsIdentity & CultureLoyalty Bought with Friday PaychecksRelationship LeverageBoard Seats as Reconnaissance PostsCornerstone MoveSell the Company to Itself — Internal Reverse TakeoversCompetitive AdvantageClassified Stock as Control MultiplierCornerstone MoveFind the Key Man and Close Before CombatOperating PrincipleCash Business Preference from Bus RootsStrategic PatternConcentrated Diversity Over Grab-Bag PortfoliosSignature MoveWin Small, Consolidate, Then Leap GeometricallySignature MoveWallpaper-Roll Planning Then Relentless PressureCornerstone MoveBuy Cheap Shells, Strip and Reload the PortfolioOperating PrinciplePool-of-Light Negotiation TheaterRelationship LeveragePolitical Access Without Political OfficeSignature MoveDebt as Temporary Tool, Never Permanent FoundationCapital StrategyDividends as Upward Cash EscalatorSignature MoveChief of Staff Handles Architecture, Boss Handles VisionDecision FrameworkAcquire Capacity, Never Build in InflationSignature MovePocket the Stake, Play with Winnings Only

Primary Evidence

"A temporary absence of his immediate superior due to health problems gave him the opportunity he wanted. While his boss was in the hospital, Bouchard found independent retailers that Provi-Soir could acquire and quickly transform. Bouchard, in a hurry to capitalize on the growing reputation of the Provi-Soir banner, believed it was necessary to step up the pace in order to win the battle against Perrette. Almost overnight, the brand could strike a major blow and acquire 25 new stores, all in the Montreal area. Even better, these stores were operational, and therefore had a known and quantifiable customer base, which would reduce the risks."

Source:Daring to Succed

"There was no longer any margin left for Bouchard to become a more important player at Provi-Soir, so he decided to leave. He did so on good terms, however, offering to buy a second Provi-Soir franchise,[[13]](private://read/01j5mtjqkzkqnzrmf5b4rr6pr2/#notes13) whose construction was almost finished, in Blainville, north of Montreal. At management’s request, he agreed to stay on in his position until they could find a replacement. He expected it would take them a few months. It ended up taking more than a year, and not one but three successors were hired: a development supervisor, a construction supervisor and a maintenance supervisor. He still can’t believe the implication. “Like an idiot, I was doing all that work by myself,” he says—an amount of work that resulted in personal sacrifice and sometimes resulted in a less than perfect work quality."

Source:Daring to Succed

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