Heize and render describe the objective of the product decision is to develop and implement a product strategy that meets the demands of the market place with a competitive advantage. They go on to say that this product strategy may focus on developing a competitive advantage via differentiation, low cost, rapid response, or a combination of these. (pg 186)

With all the different products which are sold through Tesco PLC, the aim of the organisation is to meet specific needs of its customers. In creating new products, the needs of the customer are sought through a range of focus groups and ongoing research trackers. A lot of emphasis is placed on feedback from social media with Tesco actively involved on Facebook, Twitter and webchats. It also actively seeks feedback through instore ‘every comment helps scheme’.
Tesco clubcard was launched in 1993 and this gave them a competitive advantage over their rivals who had initially rejected the idea. It also offered a way for them to better understand their customer’s shopping patterns.
With the current economic climate, Tesco had revitalised its value brand and now puts more emphasis on value and quality rather than price. The products were reformulated with less fat and sugar and increase fruit and vitamin content where possible.

According to Heize and Render, the objective of a process strategy is to build a production process that meets customers requirements and product specification within cost and other managerial constraints (pg 311). Tesco pursues a process focus strategy that produces low volume high variety production (is this right??) There is a seasonal demand for majority of their products but overall variation for household groceries is constant.

Tesco’s values if ‘no one tries harder for customers’ and ‘treat people how we like to be treated’. This is engrained into their staff and conducts