CL
M PR -EVIEW 1995
IMASCO/BAT PLAN
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Agenda - Odober 21st, 1994
I. Overview of Canadian political and economic situalioll.
Z. 2. Imasco 1994 financial performance and 1995 preview.
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I Discussion of major issues at Imasco Limited.
4. Review of major strategic issues at:
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1M'Asco,.,imrrFD - 1995 - 1997 PLAI. PREVIEW
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MAJOR SIBAIG-01C ISSUES L) I @ LC _H SSION ON AREAS
_t_0INTS/ACT1---
limits) Improving shareholder retimm II/E nitilliple Shalt: lilly-hat-L pri%raill.
CL 11.11111led compression has resulted In a flat share price.
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0 Ctirpornte Diviticild increwic/Slock Split.
Nuw yillk listing ol, 1111.15co Limited.
CD
Management of change. 1-4,1111.111cc 111cabilily cclurc Icadcl-S
to recognize change or potential change in the
the specd ill which the busilless tillit leaticl-S
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< acknowledge these changes anti lead their
S Imsinesses to take action it) i-cposhion it) take
0 11LIV.1111.1ge of these ChnngCS or potential ellanges.
M We nuist it the Centre achieve this on it contintiotis
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14% basis,
Imperial Overall cost competitiveness vusus Canadian (anti Corporate Strategic plarl.
(n lobacce later International mantillacturers).
:r Nimilicr ol'bi-ands. Haiti[ confignralion. little '111d
0 office productivity.
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technology investment Triple I project it) integrate
information flows and improve availability.
A Plain packaging/sponsorship. Impul ol'plain packaging is the subject ol' federal
governmem study expected to he Completed in early
1995.
International development. Export markets required for long-term growth.
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MAJOR STRATEGIC ISSULjS DISCUSSION POINTS/AC-FION AREAS
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CT Financlul Continued development of "best personal bank" A, Disirilitition chamiel exptilsi(lil.%c;lililcssscrvice,
positioning and revenue growth.
A Expand pi-oducl/service range, with focus on wealili
management.
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WSC IC(.1111ology lo C1111.111ce 111,1011clivily (I)y
afflomaling low valtic Iransaclions) and service
CD levels (by cimbling lower skilled stall' to provide
higher valtie added sales and services).
11 Al cost competitiveness. A Significant re-enginecring completed in hate 1993
and early 1994; continuous cost improvement is the
objeclive fair future years.
A Improvc licnclunarking agakisl hanks (i.e. by
SCU111cill rather 111,111 lolal busilless).
International dcVelopincill. A Ftmirc strategic dircclitnis hi (ISA?
Shoppers Competitive position given life entry of 111.1j(ir I JS III-I)iccl J.'agIc', inchides coliversit)II of SIMI it?
Drug Mairl retailers and [lie demands of consurners For lower central distribution and accounting.
0 pi-ices and improved service.
0 A Install-dion oflechnology has been accelerated lie
accommodate "Eagle' (i.e., all stores will P.O.S.
systerns lay 12/95).
Rapidly changing RX market. Only 10% of RX "Project Pony" isaddressing all RX issues including
paid for by crash customer. Gross margin presstirc inanaged Health care progra"is for empinyers wid
from governments and employers. preferred provider arrangements.
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RATEGIC ISSUES
MAJOR ST 121SCIJSSION POINTS/ACTION-ARFiAS
111ardee's Consumer positioning of I lardec's restaurants. C(Inpletiml of customer segmentation study hy
ycar-eiid.
CD
C" (in recent years, Ilardec's poshion In the fast
CL service sandwich segment has become less clear
0 than in the past.)
A Strategic necessity of owning manufacturing and A Manul'910111-ing will be sold if reasonable price can
CD distribution facilities. he obtained - active discussions during
r* Sep(ember/Oclober.
tics Not expected to add sharebolder value in shorl or A To be sold.
long-term following forced closure of Woolco units.
CDC Long-term land Is not gencrallyavailable in Canada Development in USA litrough joint ventures will)
at reasonable prices. limhed capital but ability to control relatively large
nationals of, hild.
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