Tesco Most

Listen to John Courtney's podcast on business strategy which covers John covers Strategic Business Planning generally and the following specific topics -

S.W.O.T. Analysis:

internal strengths

internal weaknesses

external opportunities

external threats

M.O.S.T. Analysis, which helps to clarify:

where the business intends to go (Mission)

the key goals which will help to achieve this (Objectives)

analyses what options there are for proceeding forward (Strategies)

how these strategies are going to be put into action (Tactics)

JOHN COURTNEY A.I.M.C., M.A.B.S., MInstD, is Chairman of Strategy Consulting Limited and has assisted many clients in getting funding.

Our business strategy consultants can help you reach your goals. Directors have trained at The Academy of Business Strategy and our national network of Consultants have a wealth of experience.

Strategy Consulting Limited provides expert advice and support with business strategy development, strategic planning, strategic management and strategy consulting.

Ð'* Planning: strategic thinking and strategic business planning identify where the new opportunities lie

Ð'* Positioning: Strategy Consulting gives your company the insight to be perfectly placed to exploit each opportunity to the full

Ð'* Process: putting in place a strategic management process ensures that your company is constantly primed to use events to its best advantage

1. Our core purpose

Our core purpose is to create value for customers to earn their lifetime loyalty.

Our success depends on people. The people who shop with us and the people who work with us.

If our customers like what we offer, they are more likely to come back and shop with us again.

If the Tesco team find what we do rewarding, they are more likely to go that extra mile to help our customers.

This is expressed as two key values:

Ð'* No-one tries harder for customers, and

Ð'* Treat people as we like to be treated.

We regularly ask our customers and our staff what we can do to make shopping with us and working with us that little bit better.

This is our Every Little Helps strategy:

Shopping trip

Customers have told us they want - clear aisles, to be able to get what they want at a good price, no queues and great staff. We call this our Every Little Helps Shopping Trip for customers and use it every day to ensure we are always working hard to make Tesco a better place to shop, at home and abroad.

A great place to work

Our staff have told us what is important to them - to be treated with respect, having a manager who helps them, having an interesting job and an opportunity to get on. Helping achieve what is important to our staff will help us to deliver an Every Little Helps Shopping Trip for our customers.

The way we work

The way we work is how we deliver Every Little Helps to make Tesco a better place to shop and work in. We use simple processes so that shopping is Better for customers, Simpler for staff and Cheaper for Tesco.

2. Our strategy

Tesco has a long term strategy for growth, based on four key parts: growth in the Core UK, to expand by growing internationally, to be as strong in non-food as in food and to follow customers into new retailing services.

Core UK

The UK is our biggest market and the core of our business. We aim to provide all our customers with excellent value and choice

International

Tesco is an international retailer. Wherever we operate we focus on giving local customers what they want

Non-food

We want to be as successful at selling non-food products like clothes, books, DVD and CD's as we are in food

Retailing services

As customer lifestyles change we meet their needs by providing new products and services

 

3. Tesco at a glance

Tesco is one of the world's leading international retailers. Since the company first used the trading name of Tesco, in the mid 1920s, the group has expanded into different formats, different markets and different sectors.

Tesco has a long term strategy for growth, based on four key parts: growth in the Core UK business to expand by growing internationally to be as strong in non-food as in food and to follow customers into new retailing services.

Year of

entry Number of

stores Sales area

(million sq ft) Planned store

openings

2007/08

(inc acquisitions)

UK 1,988 27.8 142

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Czech Republic 1996 84 4.1 24

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Hungary 1994 101 4.8 14

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Poland 1995 280 6.5 54

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Rep. of Ireland 1997 95 2.3 9

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