...organisation This report is going to describe the main physical and technological resources in Tesco plc. Tesco operations in the UK are the largest within the Group, with over 3000 stores and over 310,000 colleagues. Over 65% of Group sales and profits come from the UK business, where they are the market leader. The report describing physical and technological resources in Tesco plc will have different aspects that will be explained and how Tesco plc manages those aspects. Physical resources Description and examples of how these feature in Tesco plc (P3) How management of physical resources can help to improve the performance of the business (M1) Buildings and facilities Tesco plc operations in the UK are the largest within the Group, with over 3000 stores in the uk. Tesco plc has also expanded in different countries such as china with 124, Czech republic with 322, hungry with 213 stores, republic of Ireland with 137 stores, japan with 121 stores, etc. Building and facilities helps resources in a business by having expanding and refurbishment will help improve business appearance, for example Tesco plc said ?We are working ...read more. Middle for example there are insurances such as, customer insurance, employees insurance, vehicles insurance, etc. this suggest that these insurance will cover something?s that happens in Tesco plc?s stores Managing insurances is important to Tesco plc because some aspect need to be insured legally for example, if someone didn?t manage the insurances...
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...oVeRVieW tesco around the world Creating value for customers across all our businesses UK Revenue* £40,766m Number of stores Us Revenue* 2,715 Employees £495m Number of stores 293,676 Selling space (sq ft, % of Group) 164 Employees 4,134 Selling space (sq ft, % of Group) 36.7m sq ft 35.4% 1.7m sq ft 1.6% tesco Bank Revenue* £919m Employee figures represent the average number of employees during the year ± 230 employees across asia and Europe work in locations other than those listed Employees * Revenues are sales excluding vaT and exclude the impact of iFRiC 13 (customer loyalty schemes) † Revenue for Europe includes France; revenue for asia includes india 1,274 GDP growth: Economist intelligence unit europe Revenue*† Revenue* (£m) Stores GDP growth Employees (% real change pa) £9,192m Number of stores 1,082 Employees± Republic of ireland Poland Hungary Czech Republic slovakia turkey 2,332 2,156 1,649 1,355 996 700 130 371 205 158 97 121 13,344 24,932 21,157 12,812 9,105 8,038 -0.8 3.8 1.2 2.3 4.0 8.1 89,559 Selling space (sq ft, % of Group) 30.2m sq ft 29.2% asia Revenue*† £10,278m Number of stores 1,419 Employees± india in india, we have an exclusive franchise agreement with Trent, the retail arm of the Tata Group. we are supporting the development of their Star Bazaar format. 104,071 Selling space (sq ft, % of Group) 35.0m sq ft 33.8% Revenue*...
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...and how can we deliver this customer value? * Market/systemic. What kind of market ecosystem can we create, and how can we use it to enhance the strategy Organizational Capabilities: Focuses on internal processes and systems for meeting customer needs. Tesco also builds its organizational capabilities by in-creasing its expertise in various relevant functional areas including retailing, marketing, distribution and finance. Tesco is very much hold to the UK’s core business value. Due to the culture differences in Malaysia, Tesco must be study closely the local culture. In addition, instead of setting up a whole operation system based on UK culture concept, Tesco should acquire some of local supermarket chain companies and employed and promote natives into management level to run the operation. These international management approaches provides the key elements for Tesco’s global success. Moreover, Tesco must implement the uses cutting-edge technology and bargain power with its suppliers to achieve low-price strategy which has always been company’s strongest competitive edge. Currently, Tesco uses bar code system and should start using electronic product code (EPC) to control its inventory. By doing so, Tesco is able to improve checkout time for the customers and trace its inventories on stock. Therefore, it is more efficient on the...
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...Sime Darby's scandal 2010-11-18 12:20 World's leading listed plantation company Sime Darby has just celebrated its 100th anniversary and it has once again become a focus recently due to a project cost overrun scandal involving malpractices. When Sime Darby was said to have suffered a loss of RM2.1 billion in May this year, the market was shocked as Sime Darby has been a giant multinational conglomerate involved in five core sectors with a total annual turnover of about RM33 billion. Even the largest listed company is facing a management problem, we can actually imagine the situation of other government-linked companies (GLCs). It has seriously affected the confidence of investors in the stock market and supervision of the authorities. There are questionable points in its four projects, including the Maersk Oil Qatar (MOQ) Project which has lost RM526 million and the Bakun hydroelectric dam project which has caused a loss of RM340 million. Sime Darby decided to take civil action against certain individuals found culpable over the severe losses. It has reflected the seriousness of the situation and the Malaysian Anti-Corruption Commission (MACC) should also take actions. The government must disclose the internal audit report of Sime Darby to tell the people the truth. Over the years, losses suffered by the GLCs would just be left unsolved without even an investigation. For example, the Bumiputera financial scandal in the early 1980s had caused the country a loss of RM2...
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...expansion, they need to do something innovative which also suits those markets. So what should the retailers do to balance the growth of the established & emerging economies for the expansion! What provokes this thought is Tesco’s rare success in the Korean market. Why to call it rare! As Korea is the retail market where the Retail Giants like Carrefour had bowed to the knees in the battle of retail with the Korean retailer E- Mart, Lotte, the Market Retailer of Korea. Knowing such a market back ground Tesco did something, which stormed the market & brought Tesco into the big league of Korea. Before going into what Tesco did, let’s learn about Tesco and the Korean retail battle ground in light of the global retail scenario. Tesco History Tesco was founded in 1919 by Jack Cohen from a market stall in London’s East End. Over the years the business grew around the world in 14 countries with a team of over 500,000 people serving millions of customers every week round the clock. Today Tesco is known for one the best shopping experience destination...
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...Wrigley, Neil; Lowe, Michelle and Cudworth, Katherine The Internationalisation of Tesco - new frontiers, new problems Wrigley, Neil; Lowe, Michelle and Cudworth, Katherine, (2014) "The Internationalisation of Tesco - new frontiers, new problems", Johnson, Gerry; Whittington, Richard; Scholes, Kevan; Angwin, Duncan and Regner, Patrick, Exploring Strategy: Text and cases, 657-661, Longman Scientific & Technical © Staff and students of the University of Worcester are reminded that copyright subsists in this extract and the work from which it was taken. This Digital Copy has been made under the terms of a CLA licence which allows you to: * access and download a copy; * print out a copy; Please note that this material is for use ONLY by students registered on the course of study as stated in the section below. All other staff and students are only entitled to browse the material and should not download and/or print out a copy. This Digital Copy and any digital or printed copy supplied to or made by you under the terms of this Licence are for use in connection with this Course of Study. You may retain such copies after the end of the course, but strictly for your own personal use. All copies (including electronic copies) shall include this Copyright Notice and shall be destroyed and/or deleted if and when required by the University of Worcester. Except as provided for by copyright law, no further copying, storage or distribution (including by e-mail) is permitted without the consent...
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...of Warren Buffett 2.2 Skills lead to success 3Marketing strategies of Tesco p4/p5/p6 3.1 The overview of marketing and marketing mix 3.2 Four P’s strategies of Tesco 3.21 Product 3.22 Price 3.23 Place 3.24 Promotion 4 Organisational culture of Tesco p6 5Employee motivation strategies of Tesco p6/p7 5.1 Definition and Importance of motivation 5.2 Theories of motivation 6 Conclusion p7 7 Reference list p8/p9 8 Appendix p10 1. Introduction In 1919, Jack Cohen built a small shop in the east of London. Afterwards, Tesco was born because of the combination of Jack Cohen and a tea supplier called T.E.Stockwell (Time100, 2012). Since then, Tesco has a steady growth. Now, Tesco is a leader in the UK retailer field which own 2979 stores and employ about 300,000 staffs in the Britain, accounting for more than 30% market share (Tesco, 2012). What’s more, Tesco is also honoured as the world’s third largest grocery retailer with 520,000 employees in 14 countries catering for different customers worldwide (Tesco, 2012). In 2011/2012financial year , the group sales and the profits before tax up to £72bn and £3.8bn respectively. Tesco is aim to provide value for customers to make them happy and earn their lifetime...
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...Z01_JOHN2020_09_SE_EM18.QXD 10/13/10 9:09 Page 658 CASE STUDY Tesco: from domestic operator to multinational giant Michelle Lowe and Neil Wrigley This case considers the emergence of Tesco plc as one of the world’s leading multinational retailers. In a remarkable 10-year period, Tesco has transformed itself from a purely domestic operator to a multinational giant – with subsidiaries in Europe, Asia and North America – and in 2009 had 64 per cent of its operating space outside the UK. Examining market entry into Asia in more detail, the case compares ‘success’ in Thailand and South Korea with ‘failure’ in Taiwan. It also considers ‘a high risk gamble’ in Tesco’s entry into the US market, long considered to be a graveyard of overambitious expansion by UK retailers. ● ● ● Introduction In April 2009, Tesco, the UK’s largest retailer and private sector employer of labour, announced annual sales for 2008/09 of almost £60 billion (x66bn or $90.2bn) together with profits of £3 billion (x3.3bn or $4.5bn). After a dramatic decade-long transformation from purely domestic operator to multinational giant, Tesco now had a remarkable 64 per Source: Getty Images. cent of its operating space outside the UK, was developing increasingly strong businesses across 11 Asian and European markets, had a rapidly expanding ‘start-up’ subsidiary operating in the western USA, and had announced its entry into the Indian market. Moreover, as signalled in both the title of its Annual Report...
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...Managing Business Activities to Achieve Results Yuvraj Minawala Rims International School Of Business And Technology BBA Second Year: Higher National Diploma (HND) HND - ASSIGNMENT BRIEF LEARNER NAME ASSESSOR NAME QUALIFICATION Yuvraj Minawala Shweta Singh 5 Managing Business Activities to Achieve results UNIT NUMBER AND TITLE J/601/0946 08.04.2013 10.05.2013 HAND OUT DATE HAND IN DATE RULES & REGULATION Plagiarism is presenting somebody else’s work as your own. It includes copying information directly from the Web or books without referencing the material, submitting joint coursework as an individual effort, copying another student’s coursework, stealing coursework from another student and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the procedures set down by the College. ASSIGNMENT TITLE The aim of this unit is to provide learners with the understanding and skills to manage their activities in the business workplace to improve their effectiveness and efficiency. . MBAAR Yuvraj Minawala 2 Outcomes and assessment requirements Outcomes Assessment requirements To achieve each outcome a learner must demonstrate the ability to: Evidence On successful...
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...way ea one ons > Cr than dati ore foun > M the … owth ying e gr > La utur f for ors rect of Di d ent Boar atem Our l St t ncia epor Fina t rs’ r emen mary ecto ir tat Sum ry D al S i mma nanc > Su ew y Fi Revi mmar ss > Su sine tion a Bu form and and r in ndar esto ale Inv c ion > rmat cial How to find out more online info inan er > F ——— Every year, more and more hold ——— hare s —— Chai rman eme Stat 6 6 8 10 12 16 20 24 26 28 28 30 34 36 —— ——— ——— information is available for our shareholders, staff and customers. www.tesco.com/annualreview08 ——— —— 212583_TESCO_REVIEW 30/4/08 07:26 Page 1 Most people know something about Tesco. After all, we are the UK’s largest grocer and we’ve been serving customers for the best part of a century. What you might not know, is that Tesco is also the world’s third largest grocery retailer with operations in 12 international markets, employing over 440,000 people and serving millions of customers every week. We’re not simply about providing great quality food at affordable prices. We provide more choice than ever to more customers, whether it’s through our expanding international operations, innovative retailing services or our growing non-food offer. It doesn’t matter how people choose to shop with us or what they choose to buy, our core purpose remains the same – to create value for...
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...Current problems: 1.trading profit fell 36%, impacted by the increase in a provision for claims from historic sales of PPI; and the unwinding of the fair value provision, an accounting adjustment made at the time of acquisition in 2008. Tesco's (LON:TSCO) relative trading performance has improved slightly in recent months according to data, says City broker UBS Investment Research. In a note, analyst Mike Tattershall looked at the food giant's prospects for sales in the first quarter (to June 14) and questions whether there are early signs of improvement in the UK. It retains a neutral stance on the stock for the next 12 months with a price target of 410 pence (current share price 409 pence). The data from market researcher Kantar, he said, suggests the firm's relative performance has improved slightly particularly relative to Asda which "appeared to be struggling". This comes at a time of general economic malaise, he added. "It is too early to judge whether this will become a sustained trend as a function of initiatives undertaken by the new UK management team, however it is an encouraging feature especially since there are few tangible signs of the underlying macro backdrop improving." He added: "Using Kantar as a guide suggests ex fuel inc VAT total sales growth in the quarter of 5.1 percent." The analyst went on to say: "Our price target is set at a 15 percent discount to Tesco’s 10-year average forward PE reflecting a slightly lower prospective growth profile...
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...MarketLine Case Study Tesco plc Case Study How Tesco Became the UK's Largest Retailer Reference Code: ML00001-041 Publication Date: December 2011 WWW.MARKETLINE.COM MARKETLINE. THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED TESCO PLC CASE STUDY © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ML00001-041/Published 12/2011 Page | 1 OVERVIEW Catalyst Tesco is the largest retailer in the UK and dominates the UK food and grocery market, accounting for almost a third of all grocery sales. This case study examines the factors that have led to the growth of the company as the UK’s number one retailer. Summary In 1995, Tesco overtook Sainsbury’s to become the UK’s largest retailer. Since that time the company has grown from strength to strength, widening its lead year on year. The unrivaled success of the Tesco Clubcard in building customer knowledge and generating loyalty has been fundamental to the rise of Tesco. The company has created a powerful brand and a number of valuable sub-brands including store, product and service brands. Tesco’s grocery product brands tend to center around a three-tier branding system, allowing the company to appeal to a mass market. Tesco has been a forerunner in the price competitive environment of the UK food and grocery market, utilizing its economies of scale to lead price wars with other supermarkets. The company has grown inorganically, buying out various independent grocers...
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...ntroduction This report is aimed at critically analysing the macro, meso and micro business environment of Tesco, one of the largest food and grocery retailers in the world, operating around 4,331 stores. Strategic evaluation tools such as PESTEL, Porter’s Five Forces, SWOT and Value Chain analysis have been used by researchers in order to achieve this aim. Tesco – Company Overview Tesco is among the largest food retailers in the world with revenue in excess of £54 billion in 2009 and employing over 470,000 people . They operate approximately 4,331 stores in 14 countries around the world. The company operates primarily in the USA, Europe and Asia and their Head Office is based in Hertfordshire, UK. According to Datamonitor (2010), the commercial network portfolio of Tesco comprises : over 960 Express stores which sell approximately 7,000 products including fresh foods at suitable localities ; 170 Metro stores which sell a variety of food products in town and city centres; and 450 superstores which sell both food and non-food items including books and DVDs. Tesco also provides online retailing services through their website tesco.com and Tesco Direct . In addition, they provide broadband I nternet connections and financial services through Tesco Personal Finance (TPF). Tesco was founded in 1919 and launched its first store in Edgware, London, UK in 1929 (Tesco, 2010); however, over the decades it has evolved to become the market leader within the UK food retail segment (Datamonitor...
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...In 2012 UK retail sales were over £311 Billion, taking account for around 20% of Total GDP. If we break this down further, food retail sales in the same year were worth around £163 Billion accounting for over half of all retail sales meaning that on average out of every £1 spent in the UK retail market, 50p of it is spent in a supermarket. This figure is set to increase to around £162 Billion by the end of 2013 as seen below in figure 1. The UK food markets is made up of; superstores, small supermarkets, convenience stores, discounters and online retailers (Figure 2). Supermarket companies such as Tesco own around 6,000 stores worldwide, consisting of the first four store types and making up the largest proportion of the UK food market with a share of around 30%. In fact if we are to look at the top ten UK retailers in general, 6 of them are food retailers, namely; Tesco, Asda, Sainsbury’s, Morrison’s, Co-operative and Marks and Spencer. This is due to the type of product these retailers offer. They are un-substitutable in general terms to the consumer. They may be substitutes in terms of where the consumers chooses to buy them, however in general terms all people must eat. This is where complimentary and substitute goods play a big role in the food retail market. In a market with an oligopoly structure, it is dominated by a few large firms and therefore their products are differentiated by either branding or tastes and personal preferences. Here supermarket...
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...Annual Report and Financial Statements 2012 Tesco at a glance 2011/12 We are one of the world’s largest retailers with operations * in 14 countries, employing almost 520,000 people and serving millions of customers every week. £72.0bn +7.4% Group sales Group sales growth £3.8bn Group profit before tax +5.3% Group profit before tax growth +1.6% Underlying profit before tax** +2.1% Underlying diluted earnings per share**† 14.76p Full year dividend per share UK Revenue± Trading profit Asia Revenue± Trading profit Europe Revenue± £42.8bn 66% of Group £2,480m 66% of Group £10.8bn 17% of Group £737m 20% of Group £9.9bn 15% of Group Revenue growth± Trading profit growth Revenue growth± Trading profit growth Revenue growth± +5.0% Employees (1.0)% Stores +10.5% +21.8% Employees Stores +7.3% Employees 300,373 2,979 Market position Multiple formats include Loyalty scheme dotcom 1st Hypermarkets, superstores, supermarkets, convenience Clubcard – around 16 million active members First grocery home shopping service 1997 117,015 Market position Multiple formats include Loyalty scheme 1,719 94,409 Market position Multiple formats include Loyalty scheme dotcom dotcom 1st or 2nd in all except China Hypermarkets, supermarkets, convenience Clubcard in Malaysia and Thailand, Family Card in South Korea, Legou Tesco Membercard in China – over 20 million active members across Asia South Korea...
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