i just need proper answer from below Case Study

Questions:

Q1. In the retail world of Target, where there are many products being sold, and most of them at lower involvement, what type of channel structure would Target have used when entering Canada? (5 marks)

Q2. What pricing strategy should target have used to have a better chance of success in the Canadian market place? (5 marks)

Q3. Target unfortunately was not being able to penetrate the Canadian market. List and describe how a well-conceived promotional mix would have helped their company? (5 marks)

Q4. In the case study we see that Target failed at many levels. List and describe which service gaps you believe they fell short on in trying to compete in the Canadian market?(5 marks)

Way off Target

In early 2011, Target Corporation announced it had purchased the leaseholds on 220 Zellers stores in Canada. Target was known as a very successful retailer that had been able to go toe-to-toe with Walmart in the United States, focusing on competitive prices but also delivering strong service and a higher-end shopping experience. Zellers was the bargain brand for Hudsons Bay Company, and its rundown stores were being sold off as a clear indication of its inability to compete with the likes of Walmart and Costco.

By the time Target stores started opening in Canada in March 2013, there was much fanfare and excitement. Many Canadians who had shopped in the United States were eager to see if Target could emulate its successful US-based stores. There had been some concern earlier in 2012 when Target essentially rejected using exZellers employees, hoping to signal a change in culture from the unsuccessful retailer.

But by early 2014, with more than 120 stores opened around Canada, there was already a feeling of unease for Target in Canada. Posting close to $1 billion in losses in the Canadian operations in 2013, Target started scrambling to figure things out. Throughout 2014 came bad news, changes in management, and losses that continued to pile up. By January 2015, Target announced it was leaving the Canadian market. In a press release at the time, Target claimed that it was unable to find a realistic scenario that would get Target Canada to profitability until at least 2021.

In less than two years, a major and successful retail operation had flamed out spectacularly in the Canadian market. There was plenty of blame to go around, and much speculation as to why the Target Canada experiment had gone awry. However, when it came down to it, there was one very significant issue that Target had in Canada: distribution.

Distribution issues like geographic distance, assortment, and inventory management spelled doom for Target in Canada. Issues of distribution starting creeping up even before stores opened. A Mississauga location that had meetings before the store opened in 2013 kept hearing issues with distribution centres. The company was having trouble moving products from its cavernous distribution centres and onto store shelves, which would leave Target outlets poorly stocked. Targets demise was shocking. But even more shocking was the nature of the downfall. Sure its timetable for opening was ambitious, and management hired for the Canadian market entry were somewhat inexperienced. But when so much of what is taken for granted in retaildistributionis at the core of the problem, it is very clear to see the importance of this relatively misunderstood and underestimated aspect of marketing. As Canadian Business pointed out when discussing how distribution played a key role in Targets demise: a sophisticated retail giant felled by the most mundane, basic and embarrassing of errors.