May 19, 2020

Dollarama Announces Strong Q3 Results

Dollarama
dollar store
Third Quarter
retail sales
Bizclik Editor
2 min
Dollarama Announces Strong Q3 Results

 

Dollarama announced its Q3 results today revealing an increase in sales through the quarter that ended October, 31st 2011. Opening 10 new stores to equal 38 stores opened throughout 2011, Dollarama has seen a beneficial 2011 so far.

"We once again delivered strong results in the third quarter," said Larry Rossy, Chief Executive Officer of Dollarama. "We are pleased with our continued double-digit growth performance in sales, operating income and net earnings and are particularly happy to see a 5.1% growth in comparable store sales over the third quarter of 2010. As I look back on the third quarter, we maintained our focus on providing great value to our customers, while positioning ourselves to deliver on our growth strategy."

Overall, Dollarama’s financial results were advantageous to the company. A direct result of cutting costs, increasing sales opportunities and lower interest rates, Dollarama is operating efficiently towards becoming more profitable.

In comparison Dollarama’s Q3 2010 where sales ended at $355.7 million, Dollarama’s Q3 2011 saw a 12.5 per cent increase to $400.3 million in sales. This increase is due to the opening of 58 new Dollarama stores since October 2010.

Dollarama also saw an increase in gross margin, up to 37 per cent, compared to 36.2 per cent last year. This result was driven mainly by “improved product margins and a lower shrink provision,” explains Dollarama, although it was offset somewhat by Canada’s higher transportation costs.

 

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A decrease in operating expenses, including general, administrative and store operating expenses, are also why Dollarama had a good third quarter. Declining 19 per cent, the decrease was a result of the continuation of Dollarama’s hard work. This year specifically the decrease is related to labour productivity improvements and the “scaling effects of certain fixed costs over the higher sales volume this year,” explains Dollarama in a press release.

In October 2010, Dollarama announced  its net financial costs totalled $7.3 million. This year, in 2011, Dollarama was able to decrease that number to $3.4 million. This was because of a lower debt level and lower interest rate on Dollarama’s long term debt.

Finally, shares for Dollarama in its third quarter reached $0.55, an increase from $0.42 in 2010. 

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Jun 8, 2021

Six issues at the top of tax and finance leaders’ agenda

Tax
Compliance
financeleaders
Deloitte
Kate Birch
4 min
As businesses accelerate their transformation journeys, tax leaders are under increasing pressure to add strategic value. Deloitte reveals six tax trends

New Deloitte research reveals that tax leaders are under increasing pressure to add strategic value as companies accelerate business model transformation, from undergoing digital transformations to rethinking their supply chains or investing in green initiatives.

According to Phil Mills, Deloitte Global Tax & Legal Leader, to “truly deliver value to the business, the tax function needs to rethink its resourcing model and transform its technology infrastructure to create capacity and control costs”.

And the good news, according to Mills, is that tax and business leaders have more options at their disposal to achieve this.

Reflecting the insights of global tax and finance executives at global companies, Deloitte’s Tax Operations in Focus study reveals the six issues at the top of tax and finance leaders’ agenda.

Trend 1: Businesses seek more strategic counsel from tax

Companies are being pushed to develop new digital products and distribution channels and accelerate sustainable transformation and this is taking them into uncharted tax territory. Tax leaders say their teams must have the resources and skills to give deeper advisory support on digital business models (65%), supply chain restructuring (49%) and sustainability (48%) over the next two years. This means redrawing the boundaries of what tax professionals focus on, and accelerating adoption of advanced technologies and lower-cost resourcing models to meet compliance requirements and free up time.

According to Joanne Walker, Group Tax Director, BT Group PLC, "There’s still a heavy compliance load today, but the vision for the future would be that much of that falls away, and tax people become subject matter experts who help program the machine, ensure quality control, and redirect their time to advisory activity.”

Trend 2: Tipping point for resourcing models

Business partnering demands in the tax department are on the rise, but 93% of tax leaders say their department’s budget is remaining flat or falling. To ensure that the tax function can redefine itself as a strategic function at the pace that is required, leaders are choosing to move increasing amounts of compliance and reporting to a combination of shared service centers, finance departments, and outsourcing providers that have invested in best-in-class technology.

Trend 3: Digital tax administration is moving faster than expected

in addition to the rising focus of the corporate tax department partnering with their business counterparts, transformative changes to the way companies share tax information with revenue authorities is also creating an imperative to modernize operations at a faster pace. Nine in 10 (92%) respondents say that shifting revenue authority demands on digital tax administration will have a moderate or high impact on tax operations and resources over the next five years—and several heads of tax said the trend is moving faster than expected.

"It’s really stepped up in the last couple of years," says Anna Elphick, VP Tax, Unilever. "Tax authorities don't just want a faster turnaround for compliance but access into a company’s systems. It's not unreasonable to think that in a much shorter time than we expect, compliance will be about companies reviewing a return that's been drafted by the tax authorities."

Trend 4: Data simplification and lower-cost resourcing are top priorities

Tax leaders said that simplifying data management (53%) and moving to lower-cost resourcing models (51%) must be prioritized if tax is to become more proactive at delivering strategic insights to the business. Many tax teams are ensuring that they have a seat at the table as ERP systems are overhauled, which is paying dividends: 56% of those that have introduced NextGen ERP systems are now highly effective at supporting the business with scenario-modeling insights. Only 35% of those with moderate to low use of NextGen ERP systems said the same.

At Stryker, “we automated the source P&L process for transfer pricing which took a huge burden off of the divisions," says David Furgason, Vice President Tax. "Then we created a transfer price database to deposit and retrieve data so we have limited impact on the divisions. We are moving to a single ERP platform which will help us make take the next step with robotics.”

Trend 5: Skillsets are shifting

Embedding a new data infrastructure and redesigning processes are critical for the future tax vision. Tax leaders are aligned — data skills (45%) and technology process experience (43%) are ‘must have’ skills in a tax department of the future, but more traditional tax specialist knowledge also remains key (40%). The trick to success will be in tax leaders facilitating the way these professionals, with their different backgrounds, can work together collectively to unlock lasting value.

Take Infineon Technologies, which formed a VAT technology and governance group "that has the right knowledge about how to change the system to ensure it generates the right reports", according to Matthias Schubert, Global Head of Tax. "Involving them early was key as we took a greenfield approach, so we could think about what the optimal processes would look like and how more intelligent systems could make an impact 

Trend 6: 2020 brought productivity improvements

Improved productivity (50%) and accelerating shifts to remote working (48%) were cited as the biggest operational benefits to emerge from COVID-19-driven disruption. But, as 78% of leaders now plan to embed either hybrid or fully remote models in the tax function long term, 34% say maintaining productivity benefits is a top concern. And, as leaders think about building their talent pipeline and strengthening advisory skill sets, 47% say they must prioritize new approaches to talent recognition and career development over the next two years, while 36% say new processes for involving tax in business strategy decisions must be established.

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