In February 2007, Loblaw Companies Limited (Loblaw) was undoubtedly the dominant food retailer in Canada, with a market share of 35 per cent of its various retail formats. As part of its long-term strategy of retailers and to help reduce the impact of Wal-Mart entry into Canada in the retail sale of food, in 2004, began to build a new Loblaw Real Canadian supermarkets in Ontario and position them as "blockers", which reminded Wal-Mart U.S. , a combination of food and general supermarket products. This overhaul of the entire logistics system to improve its cost structure and it has brought in new management in 2006. Unfortunately, the real Canadian supermarkets were disappointing some customers, the retail analysts, experts and even former heads of Loblaw. Meanwhile, Wal-Mart entered the retail food market in 2006 with a distinctive emphasis on fresh food and delicatessen offers on top of their low prices and a wide range. Question Loblaw executive team was or was not to make any policy changes, and if so, in which direction. "Hide
by Kenneth J. Hardy, Veronica Papyrina Source: Richard Ivey School of Business Foundation 21 pages. Publication Date: July 5, 2000. Prod. # 907A12-PDF-ENG
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