悉尼大学代写ASSIGNMENT:零售巨头
在过去的两到三年里，该公司的成长有牵连其战略和形象的转变。它的创始人John Cohen的做法是“桩高，卖的便宜”，这带来了初步的成功。但这种方法的缺点是，商店有穷人的形象之间的中产阶级客户。后来，首席执行官Terry Leahy TESCO爵士加入了自20世纪90年代中期开始已经不关注股东价值最大化的企业平常一些大胆的步骤方法。它的使命声明是：“我们的核心目的是，'为客户创造价值，以获得他们的终身忠诚'。我们将通过我们的价值，没有一个更为顾客尽心尽力”、“对待人们像对待”（现在是一个长期良好的战略，提供强劲和持续的增长，以及超过十年，并给予企业的发展势头，通过经济衰退。这表明他们在领先的零售商之间的地位并没有偶然发生。他一直遵循一种方法为客户做正确的事情，并帮助他们省钱。该公司的战略是基于五要素（2010）（公司的年度报告和财务报表），这是；
在国际市场上，每一家公司的业务都适应了当地市场的需求，在强大的本地管理团队的帮助下，他们正在寻找降低价格的方法，并为客户提供巨大的价值。它是利用其规模和国际采购，折扣品牌技巧，F&F服装和clubcards。由于经济衰退，该公司有一个非常艰难的第一年2009年，但他们现在看到令人鼓舞的销售趋势，在所有市场，他们有很强的改进，在第四季度相比，第三季度。现在计划在快节奏和在未来的一年，除了9个商场在中国新开850万平方英尺的空间恢复。在亚洲市场的利润增长了24%，利润率在第二个半（6.1%），比第一的2009（4.3%）。它认为，亚洲的市场提供了重要的长期机会。在美国，该公司的名称是新鲜和容易操作。它在2009九月和2010一月推出了媒体宣传活动，专注于如何新鲜和容易的可以提供高品质和低价格。这帮助他们在第二的2009个一半的积极的销售，因为他们使用了客户意识和改进的组合。在印度，他们有一个Trent的独家特许经营协议（塔塔集团的零售部门）支持他们发展他们的明星义卖格式。到2010年底，该公司还计划在印度开设第一家现金和进行存储。
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Over two to three decades TESCO's growth has implicated a transformation of its strategy and image. Its founder John Cohen's approach was "Pile it high, sell it cheap", this brought initial success. But the disadvantage of this approach was that the stores had poor image amongst the middle class customers. Later, the chief executive Sir Terry Leahy TESCO joined since mid 1990s had taken some bold steps of not focusing on the usual corporate approach of maximising shareholder value. Its mission statement read as, "Our core purpose is, 'To create value for customers to earn their lifetime loyalty'. We deliver this through our value, 'No-one tries harder for customers' and 'Treat people how they like to be treated'" (http://www.experiencefestival.com/tesco_-_corporate_strategy). Now it is a long term well established strategy of delivering strong and consistent growth well over a decade and has given the business momentum to grow through the economic downturn. This shows that their position amongst the leading retailers has not happened by chance. TESCO has always followed an approach of doing right things for the customers and helping them to save money. TESCO's strategy is based on five elements (Tesco PLC Annual Report and Financial Statements 2010) which are;
In the international market each business of TESCO has adapted itself to the demands of its local markets; with the help of strong local management teams who are finding ways to lower the price and deliver great value to the customers. It is utilising its scale and skill with international sourcing, discount brands, F&F clothing and clubcards. Due to recession TESCO had a very tough 1st half of year 2009 but they are now seeing encouraging sale trends across all markets and they had strong improvements in the 4th quarter compared to the 3rd quarter. It is now planning to resume at faster pace of new space openings with 8.5m sq ft in addition to 9 shopping malls in China in the coming year. The profits of markets in Asia grew by 24% with margins strengthening in 2nd half (6.1%) compared to 1st half (4.3%) of 2009. It believes that markets in Asia offer significant long term opportunity. In United States, TESCO is operating with the name Fresh & Easy. It had launched media campaigns in September 2009 and January 2010 by focusing on how Fresh & Easy can offer both high quality and low prices. This helped them make stronger positive sales in the 2nd half of 2009 as they used a combination of customer awareness and improvements. In India, they have an exclusive franchise agreement with Trent (retail arm of TATA Group) by supporting them develop their Star Bazar format. TESCO has also planned to open its 1st cash and carry store in India by 2010 end.
