Jean coutu how many stores

Furthermore, to favor the needs of its growing number of employees--many of whom were women--in the firm opened a day-care center next to its Sports Center. The new building could accommodate up to 60 children ranging in age from newborn babies to six-year-old youngsters.

During the s, a lethargic economy began to reduce the buying power of consumers, thereby affecting the break-even point of some franchised outlets. So that franchisees could have purchasing options that would allow them to sell at lower prices, JCG Canada completely restructured the operation of its distribution centers.

Thus, in accordance with its internal partnership philosophy, The Jean Coutu Group voluntarily reduced its profit margins in order to increase sales and ensure the network's financial stability. The financial and marketing landscapes were changing: consumers were more aware of quality and prices; a lower inflation rate and the emergence of new competitors were shifting market share within the retail industry. Like major corporations in the United Sates, The Jean Coutu Group sought to maintain profitability by increasing sales volume.

However, part of the solution still slept in Jean Coutu's hope of becoming the North American leader of the pharmaceutical industry.

The newly acquired stores, ideally located in the six New England states, ranked high in the prescription-drug sector; prescriptions generated 45 percent of sales and Brooks salespeople were expert merchandisers: precisely the pharmaceutical and commercial combination Jean Coutu had envisioned.

The U. The Brooks acquisition created an unusual challenge for JCG USA: management of some 4, new employees and administration of the outlets added to the 21 stores already installed in New England. Fortunately, the Jean Coutu Group had resources for in-house management. In fewer than four months, a completely new infrastructure was designed, implemented with new software that included a prescription allocation package, and integrated with the information system at Longueuil headquarters.

Furthermore, the U. Canadian colleagues joined the U. Within four months, the Dayville center was fully operational and running at a normal pace with standard turn-around times. The Dayville center had , square feet of storage space and 50 docks for receiving merchandise. The information systems were completely overhauled and equipped with cutting-edge technology, including expansion of an electronic data interchange EDI system.

During and , The Jean Coutu Group outperformed its industry because its uniquely centralized management structure enabled franchisees to buy products at highly competitive prices. Reacting to the trend for ambulatory care, the company also installed an Orthopedics Department in its pharmacies. Moreover, the Rx Information Center began to implement a POS point-of-sale management system and installed a wireless radio frequency communication system.

In exchange, eighteen of the Brooks outlets in Maine--the region furthest from the American distribution center--were transferred to Rite Aid, thereby optimizing JCG USA's advertizing budget and reducing transportation costs, since 80 percent of the BPN outlets were then within a mile radius of the Dayville distribution center. JCG USA also designed a computerized Rx Watch system for its customers: a personalized card gave clients free access to the information stored in their patient files--a great help in emergencies.

The network developed its parapharmaceutical sector by increasing the range of private-label products to items, of which 50 were new "Brooks" brands. Furthermore, JCG USA opened two outlets modeled on a new design that included areas reserved for pharmacist-customer consultations and a drive-in service window. During , The Jean Coutu Group began to reap further benefits from its focus on modernization. Introduction of commercial POS management proceeded apace in Canada; 25 percent of the corporate pharmacies had implemented POS capabilities by the end of Five new outlets were added to the Canadian network, which also concentrated on the renovation, expansion and relocation of existing establishments.

Standardized computer equipment and use of Intranet, a private corporate network, further increased efficiency and performance. Although an increase in U. On the legal front, JCG USA joined other pharmacy chains in Massachusetts to counteract the near monopoly certain pharmacies exercised through exclusive contracts with insurance companies. Patients whose medication was covered by these contracts had to bring their prescriptions to the pharmacy designated by the insurer.

In February , an out-of-court settlement freed consumers from this authoritarian situation and BPN registered an average increase of 3, prescriptions per week for the months of March, April, and May During , an additional 38 of JCN's franchised establishments adopted the POS system, bringing to the number of outlets using this form of financial management, and 50 POS venues were renovated.

The network honed its competitive advantages by expanding its range of products: franchisees had access to more than 1, private-label products. At the beginning of the 21st century, after some 30 years of in operation, The Jean Coutu Group defined itself as "a modern organization with experience. According to its Annual Report , the company's ongoing modernization program remained focused on three principal objectives: highly professional customer services, improvement of the outlets of both networks, and optimized use of state-of-the-art technologies.

During , 45 pharmacies in Canada and 17 U. Demographic changes, such as urban development and an aging population, created a client base needing new services and greater professional attention. For the third consecutive year, The Jean Coutu Group was named "Most Admired Company in Quebec," according to the results of a poll published in the March issue of Commerce magazine. The year was outstanding for the corporate development of The Jean Coutu Group, which continued its ongoing quest for greater efficiency in all areas of the company.

A strong synergy existed between the various Canadian and U. Never before had a Canadian retail company succeeded in establishing itself profitably in the United States.

To ensure that both of its pharmacy networks remained among "the best known and the most efficient," the company enhanced professional services by continuing its training programs for all levels of personnel and by broadening the range of services available to customers. The Jean Coutu Network retrofitted 38 pharmacies and moved four of them to locations conducive to better sales growth. These results strongly testified to the business acumen in Michel Coutu's strategy for the U.

With a 6. Since the acquisition of the Brooks Pharmacies, BPN outlets were thoroughly overhauled to optimize sales: some 50 outlets were relocated, were retrofitted, and new outlets were added.

Michel Coutu's strategy was "to create a new consistent personality for the Brooks chain By the end of , RxCare Centers were installed in 70 Brooks outlets and all other outlets were slated for installation of the Centers within three years.

The company managed a total of establishments within its two networks. During the first half of , The Jean Coutu Group declared a two-for-one stock split and attained new heights in operating efficiency and revenues. In Quebec, JCN opened four large-scale outlets; the Candiac outlet included a private office for consultations about medication and health-related concerns.

The 80 New England stores, the oldest retail drug chain in New England, "were 'a solitude' being supplied from distribution centers as far away as Chicago. The Gazette reporter added that, at the time of the Osco acquisition, the Brooks Pharmacy Network accounted "for more than 60 percent of The Jean Coutu Group's business.

Toggle navigation. User Contributions:. Comment about this article, ask questions, or add new information about this topic: Name:. E-mail: Show my email publicly. Human Verification:. He introduced an innovative concept in which pharmaceuticals, related products and other retail merchandise would be sold at large discounts in establishments offering high quality service and extended business hours. Over the years, the Jean Coutu Group has always succeeded in adapting to changes in the profession of pharmacist and in the field of retail management.

From the outset, the Jean Coutu Group has kept up with new market trends in order to better meet the needs of its customers. From the introduction of generic to the roll-out of pharmacare in Quebec, to the emergence of megastores, the company has maintained its position as an industry leader by constantly adapting to the times. The rise of the Jean Coutu Group is inextricably linked to Quebec's growing entrepreneurial drive. In the past several decades, Quebecers have used innovation and audacity to establish a place for themselves in several commercial and industrial sectors in North American and world markets.

They innovated in the retail sector with a large array of products, high-quality professional services and longer store-opening hours. The success of the "Jean Coutu Discount Pharmacies" with already five branches in the Montreal area at this time prompts the establishment of a franchise system.

Located in the heart of downtown Montreal, it is opened 24 hours a day and employs some people. Its franchising marks a turning point in the development of the Jean Coutu Group. The company then acquired a warehouse to coordinate its wholesale and distribution activities.

Penetration in Ontario market followed a year later. The company completed its initial public offering listed on the Montreal and Toronto Stock Exchanges.

The Jean Coutu Group built a new warehouse near its Head Office and opened a sports complex for the benefit of its employees. Maxi Drug drugstores changed to the Brooks banner.

Eight Mayrand drugstores, located in Quebec, are integrated into the Jean Coutu Group franchisee network. A operated drugstores. The Jean Coutu Group website is inaugurated. On June 1st, the Jean Coutu Group celebrated its 30 th anniversary.

The interactive voice response IVR system was easy to use and extremely safe: customers were able to quickly order their prescription refills by simply using the touch-tone buttons on their telephone. Customers from Quebec and New Brunswick can now collect reward miles.