Richard Fortin

Strategic Concepts & Mechanics

Signature MoveGo Home to Your Family — Burnout is Firing Offense

Signature MoveMarket Managers as Micro-Chain Owners

Signature MoveNo Head Office — Only a Service Centre

Strategic PatternSloche-Style Brand Insurgency

Identity & CultureLoyalty Over Obedience From Every Employee

Signature MoveBudgets Built From the Store Floor Up

Signature MoveFounders With Noses in the Books

Cornerstone MoveBuy the Target With the Target's Own Assets

Cornerstone MoveHibernate and Metabolize After Every Kill

Identity & CultureOrphan Hunger as Competitive Engine

Cornerstone MoveOwl on the Branch — Patient Predation

Decision FrameworkFour-Way Unanimous Veto on Big Bets

Risk DoctrineNever Let Financiers Renegotiate at the Altar

Competitive AdvantageConcentric-Circle Location Science

Cornerstone MoveGovernment-Guaranteed Loans via Corporate Splitting

Primary Evidence

"This type of exercise was nothing new for the Couche-Tard team—although they were used to a more modest scale. They had become experts in their unique choreography: Jacques D’Amours handled leases and distribution, Richard Fortin examined the financial records and debts, Réal Plourde analyzed human resources and the operational structure, and Alain Bouchard looked at real estate and the global business plan. Each team member was important, each had his own strengths. It was a given that no decision of that scale could be taken unless they all agreed."

Source:Daring to Succed

"Couche-Tard management had been making big promises about their next conquest; but they couldn’t deliver the goods. Prudence, Bouchard urged. Patience, Richard Fortin added. “Our logo is an owl,” says Fortin. “We perched on our branch, looked at the numbers, and when we spotted prey that seemed weak enough, we swooped down on it.”"

Source:Daring to Succed

Appears In Volumes

Daring to Succed