Tesco Strategy Essay

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Tesco Strategy Overview Tesco has a well-established and consistent strategy for growth, which has allowed them to strengthen their core UK business and drive expansion into new markets. The rationale for the strategy is to broaden the scope of the business to enable it to deliver strong sustainable long-term growth by following the customer into large expanding markets at home – such as financial services, non-food and telecoms – and new markets abroad, initially in Central Europe and Asia, and more recently in the United States. The strategy to diversify the business was laid down in 1997 and has been the foundation of Tesco's success in recent years. The new businesses which have been created and developed over the last 12 years as part of this strategy now have scale, they are competitive and profitable - in fact they are now market leader in many of the markets outside the UK. The Group has continued to make good progress with this strategy, which has five elements, reflecting the four established areas of focus, and also Tesco's long-term commitments on community and environment. Importantly, the momentum which it has given the business has allowed the Group to continue to grow well through the economic downturn. The objectives of the strategy are: To be a successful international retailer To grow the core UK business To be as strong in non-food as in food. To develop retailing services - such as Tesco Personal Finance, Telecoms and Tesco.com To put community at the heart of what they do. However, this success did not come without its failures. The process and learning and the effective knowledge management has enabled Tesco to be where it is today. Tesco has faced big problems when trying to expand into new countries, for instance, in 2000, when Tesco tried to get into Taiwan; they met with aggressive response from, then the French giant, Carrefour

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