This big investment offensive move not only provided strategic framework for growth but maintained stakeholder morale in a company with very visible rivals both domestically and globally. The strategic imperative was to act both defensively and offensively to retain and gain market share both locally a globally. S retailer gaining significant market share was real. This telling data was also to provide the blue print for growth into other non-food retailing such as banking, insurance and clothing.īy 1998 Walmart was on the offensive in the UK and while Tesco was gaining ground on domestic rivals, the threat of a U. The use of this big data was often more telling than traditional market research as there was often great variance in terms of what people said in traditional market research vis a vis what they actually spent on as verified by their Tesco club cards. The development of the Tesco club card revealed not only what customers shopped for in Tesco, but also rich data on what other services they were spending their money on. By the time of implementation technology was sophisticated enough to handle and make sense of this big data. Terry Leahy copied the idea from a co-op in Manchester who had developed a primitive membership scheme. The Art of management Tesco Economist Interview, 2012) One of the key drivers of this success was the development of big data to drive big growth. In 1997 Tesco was the third largest retailer in England but quickly surpassed its rivals Marks and Spencer’s and Sainsbury’s with a business 5-6 times their value by 2010. Identify the reasons behind Tesco’s internationalisation strategy and evaluate Tesco’s international expansion in the context of YIP’s “drivers of globalisation” framework Tesco’s internationalization strategy was both proactive and reactive. Legal38 Conclusion: Appendix (if applicable) Bibliography:39 1.Firm Strategy, Industry Structure & Rivalry26-27 Question 5: PESTEL analysis28-38.
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