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Transcript of Sample Copy Final Report
Table 1: PESTEL ANALYSIS
ISSUESFACTORS AFFECTING REF
POLITICAL
Government review Government review of subsidies. 1
Govt. Stability Stability government within the country effect the sustainability of Tesco Plc. 87
Tesco enters Chinese marketChina has shake hands with WTO, and Chinese Govt. don’t see supermarket as heavy industry this gave opportunity to Tesco to expand in China.
88
influenced by the political and legislative conditions
Tesco operates in six countries in Europe in addition to the UK; the Republic of Ireland, Hungary, Czech Republic, Slovakia, Turkey and Poland
5
Strategic Stakes Tesco enters Czech Republic with joint venture strategy with Carrefour 89
ECONOMICAL
InflationHigh inflation have decreased profit margin for Tesco in order to keep up with competitive international market.
87
Dependency on European market
Though making good profit internationally Tesco is still dependent European market and this expose Tesco to market saturation
87
Large population in asian market
Weaker developing countries.7
Political interventionTesco enters South Korea.
Tesco acquires 36 hypermarkets in South Korea from Homever 6
Growing purchasing power From local market to supermarket. 7
SOCIALCustomer became more concerned health
Tesco have made available organic products on order to meet rising demand of the organic food.
92,89
High staff turnover Tesco employees students for part time at entrance level 93
Leveraging customer Intelligence to penetrate international market. 8
Demographic changesAging of population, rise in No. of females workers in UK have declined the meal preparation at home. Hence Tesco sites the opportunity and focused on added value product services.
94,95
TECHNOLOGICAL
Quick changes in TechnologiesWith rapid revolution in online purchasing innervations of customers company have launched Tesco Direct in year 2006
89
New technologies benefit customers and company
Rise in customers service, more goods are readily available, and launch of ECR (efficient customer response have made Tesco to satisfy its customer efficiently. 98,99
Variety of technological services.
Wireless devices, Intelligent scale, Electronic shelf labelling, Self check-out machine, Radio Frequency Identification (RFID). Are used by Tesco for increasing the efficiency of services.
99
Loyalty card
Tesco introduces club card to their customers, this provides loyalty bonus to consumer and in return provides information to company (about customer and about stock inventory). As customer purchase a product with scanning club card it reflects in company data.
97
ENVIORMENTAL
Global warmingInternationally Rules are being made for Less emission of CO2 gas, Tesco have set up a commission named environmental resource management in order to put track and control as per requirement.
100
climate changeThe climate change have very diverse effect on the sales of products, Hence Tesco keeps updating products at store as per requirement.
16,154
Investing in green revolutionTesco is investing in a straw-fired generator at Goole, delivering biomass combustion, steam cycle and steam turbine power.
100
LEGALNew laws safety laws New laws safety of employees in UK have lead extra burden of cost expenditure on
Tesco Plc.96
Empowerment of consumer protection act in UK
This have a diverse effect on supermarket industry thus affected Tesco as well. And hence company hence to invest in more customer care.
120
Table 2: PORTER’S FIVE FORCESThreat of New Entrants Facts & Figures Strength Ref
Huge Capital Investments High capital investment required to compete the big giants like High Barrier 108
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required ASDA.Low ThreatEconomies of Scale
neededCompeting in current retail industries will require to produce economies of scale which may be challenging for a new entrant initially
105,116
Supply Chain access Leading the industry Tesco’s may have an influence on the supply chain and the new entrant may find it difficult to access it
107,115
High Exit Cost High costs may always make the new entrant think again about the liquidation of assets in case of failure.
117
Threat of SubstitutesLess Substitutes
Low Threat
Price War Substitute products from other supermarket like ASDA; Sainsbury’s may drive their prices down as well. Therefore Substitutes are seen as a low threat for Tesco’s.
111
Substitute Products Being in the Retail industry all basic requirement are Tesco’s Products and other supermarkets deals with the same list. So as such there is no threat of substitute, as food and cloth are the basic requirements which cannot be substituted.
104
Bargaining Power of SupplierSupermarket Dictate prices
Substitute products from other supermarket like ASDA, Sainsbury may drive their prices down as well. Therefore Substitutes are seen as a low threat for Tesco.
Few OptionsLess Threat
110
Few options for the suppliers
Being in the Retail industry all basic requirement are Tesco’s Products and other supermarkets deals with the same list. So as such there is no threat of substitute, as food and cloth are the basic requirements which cannot be substituted.
116
Bargaining Power of BuyersLow SwitchingOptions
There is little threat from suppliers as Supermarkets usually dictates the prices they pay suppliers.
More OptionsHigh Threat
112
Price Sensitive If the Suppliers refuse to supply at demanded prices the suppliers will end up with no more options.
106
Competitive RivalryPrice War Buyers switch over to other supermarket with the slightest increase
in prices.Low BarrierHigh Threat
113, 109
Consumers are too price sensitive towards their shopping in supermarkets
Competitive rivalry is very high as competitors like ASDA; Sainsbury’s are providing the same services. A little price variance is enough for the consumer to switch over from Tesco to other Supermarket.
Table 3: SWOT ANALYSISStrength Ref Weakness Ref
Worldwide brand awareness with more than 5000 stores across 14 countries.
123 Largely depends mainly on the UK market.
Eco-friendly maintenance and running of various stores in Thailand and Czech Republic.
Sustainable business model through diversification and value orientation
124, 128
155
Failure in establishing business in USA under the banner of “Fresh & Easy”, which is still at breakeven point in sales and under target as set in 2007.
129
Financial support in Asian market from various financial bodies like Bank of China and Standard Chartered Bank.
125 Inability to convince investors regarding their international strategy, which led to depreciates it share prices.
130
Alliance and Joint Ventures with local entrepreneurs in developing nations to enhance business e.g.: with TATA group in India.
126 Strong reliance on mature domestic market 156
16 million members of club card is the indication of its popularity.
127
Opportunities Threats
Popularity in China is revealed by the sales figures of about 4 billion pounds in five years and 12 million customers per week.
131 Like-to-like sales of Tesco are lower than are rivals in domestic market and is facing the same problem in Japan, India and other Asian countries.
134,135
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International growth due to recovery in Asian economy in short term from recession.
132 Morrison’s in UK is gaining popularity in internet shopping.
136
Opportunity to grow more by making alliance with Tata and Ten Star in India.
132 Price wars between Asda, Tesco and Sainsbury. Intense competition affected the customer
retention adversely 157 Along with the food items, it has also plunged in
the non-food items like fashion, clothing and electrical appliances.
Walmart is also expanding in china and other 14 countries.
137
India opens doors for foreign supermarket to solve food crisis.
133 Focusing on local market instead of only international market as its rivals like Asda, Morrison’s and Sainsbury are gaining speed against it.
138
Table 4: VALUE CHAIN ANALYSISActivities Ref.
PR
IM
AR
Y A
CT
IV
IT
IE
S
Infrastructure
Tesco pushes further into China : with a joint venture to develop three shopping malls 38
Tesco have total of 4811 stores 59Technology
Network will enable centralisation to core business application 40
Project will deliver standard reporting functions across global business 40
Casing Drilling process to speed up drilling 20 to 30 % for oilfields 53
Human Resource
Follows reward strategy, employees get share as a reward for what they have performed. 18Tesco to manage work force with Red Prairie: to manage global stores staff of 350000 in 13 countries 39
£98 million of shares distributed to staff in UK 52
Procurement
Eqos' Global Sourcing, Supplier Quality Management and Critical Path Management systems. 9,4
Retek retail management software. 9,8
SE
CO
ND
AR
Y A
-CT
IV
IT
IE
S
Inbound Logistics
G-Log GC3 software for pricing resulting in improved on-time delivery, considerable costs savings, and reduced inventory levels.
10
Process/Operation
Critical path Management system 1
Tesco signals intention to grow non-food operations 42
Outbound LogisticsTesco turns wine to water: UK’s biggest supermarket backs Liverpool-Manchester water Shuttle 43
Marketing & Sales
Tesco brings club card points results high sells 15,
Tesco targets villages for Express expansion 44
Services
Insurance for Car, Home, Motorbike, etc. 45
Tesco Compare trials mobile services for insurance comparison, 300000 monthly unique visitors 45
Tesco Personal Finance has 15% of the pet insurance market since entered in 1999 46
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4 LCA REF NO. 133183/261999 AR REF NO. 0977359/1
telescope.pdf97 tesco compny profile from orisis 98 This article was first published in "Executive Outlook" of March 2001
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