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Tesco was founded in London's East End around 1919 by Jack Cohen, who started selling groceries at markets. The name TESCO first appeared on labels in 1924 when Cohen bought a large tea shipment from T.E. Stockwell and merged the initial letters of the supplier's name with his own surname. The inaugural Tesco store launched in 1929, and currently, the company runs 1,800 stores in the UK as well as branches in 12 other countries.
Tesco is the largest retailer in Britain based on both global sales and domestic market share.
It holds the fourth position globally, trailing behind Wal-Mart from the United States, Carrefour from France, and The Home Depot also from the United States. Originally focusing on food sales, Tesco has expanded its product range to include clothing, electronics, financial services, DVD and CD sales and rentals, music downloads, internet services, and telecommunication products for consumers.
Tesco's popularity in the UK has steadily increased, with over 13 million customers served weekly. The range of non-food products and services has continuously grown, making Tesco.com the largest home delivery service worldwide.
Operating in 12 countries and with plans for further expansion, Tesco attributes its success to a strategy centered around customer satisfaction.
Tesco differentiates itself from other retailers by placing a strong emphasis on creating value for customers and cultivating their loyalty, rather than solely concentrating on profits. The 2005 Tesco Interim report emphasizes the importance of establishing lasting relationships with customers as a key component of their strategy, showcasing a customer-centric approach across all areas of the company.
The corporate strategy of this retailer comprises four main parts: UK Core Business, Retail Services, Non-Food, and International.
The annual report shows increased profits in each of these areas. Profits in the UK Core Business rose by 14.9% compared to a previous increase of 12.7%. Retail Services saw profits rise from £40 million to £70 million. Non-Food market share was expected to be 6% but is actually 7%. The company now operates in 12 countries overseas.
It is necessary to analyze the success of this strategy to provide evidence of Tesco's effectiveness in various aspects.
Since its inception in 2004, Tesco has grown to operate in 12 countries and is now expanding further in Western Europe and the USA. The expansion strategy includes six crucial steps: flexibility to adjust to each market's specific traits, local engagement to connect with residents and build rapport, and unwavering focus on operational tasks despite the challenges of entering a new market.
4th - It is important to be able to adapt to various store formats because one format alone may not reach the entire market. 5th - Developing capabilities such as training employees, building relationships, and sharing information is crucial for success. 6th - Building brands enables the establishment of long-term relationships with customers.
It can be observed from the information above that Tesco's strategy is closely linked to providing customers with the best service through offering a variety of products at affordable prices and in various locations. By focusing all efforts on meeting customer needs, Tesco can surpass profitability expectations.
From analyzing Tesco's strategy, it can be determined that they follow a deliberate approach, characterized by intentionally thinking before acting (Wit & Meyer, 2004). This intentional strategy is evident in their emphasis on frequent customer contact and the construction of new stores in the UK to cater to different customer requirements. As a result, profitability within the UK has increased, demonstrating the effectiveness of this approach. Additionally, Tesco's international strategy and focus on non-food products and services have also contributed to enhanced profitability.
Tesco's original strategy of "pile it high and sell it cheap" was unsuccessful, but they later shifted their focus to earning customer loyalty for life, which has proven successful and remains a crucial aspect of their operations.
Tesco's emergent strategy included expanding into non-food products such as telecoms and internet services to capitalize on market opportunities. Failure to seize these opportunities could have given competitors an advantage, leading Tesco to adapt in order to stay competitive (Elsevier bookshop, 2006).
Tesco's strategy is classified as rational planning because it has a clear vision, mission, and specific goals that are determined through various assessments including analyzing the external and internal environment along with its current position.
Profitability Ratios
The ratios comparing Tesco Store Plc and WM Morrisons Supermarkets PLC are as follows.
Return on Investment
Tesco Plc
WM Morrisons Supermarkets PLC
The Annual Report of 2006 stated that a percentage of 20.08% was reported.
The percentage of 5.55% is shown in the 2006 annual report.
The above ratio illustrates how effectively management utilizes company assets to drive revenue. Specifically, Tesco Plc boasts a 20.08% earning, significantly outperforming WM Morrisons Supermarket PLC at 5.55%. This stark contrast underscores Tesco's operational management's superior efficiency in maximizing asset utilization to boost sales.
Tesco Plc
WM Morrison's Supermarkets PLC
7.7% was reported in the annual report of 2006.
24.58% (Fame-analysis)
The ratio mentioned above is a critical indicator of profitability, evaluating a company's efficiency in trading and profit generation. WM Morrisons Supermarkets PLC surpasses Tesco Stores PLC in this regard, showing that WM Morrisons Supermarkets PLC is more efficient in producing and distributing goods, leading to a higher gross profit percentage compared to Tesco Stores PLC.
Tesco's Strategy and Financial Performance. (2017, Feb 17). Retrieved from https://studymoose.com/tesco-analysis-essay
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