Evaluation of the Company's Strategy Coursework - 1

Evaluation of the Company's Strategy - Coursework Example The company operates in two segments that include retail and financial services. Its financial services include personal banking mainly mortgages, credit cards, personal loans, and savings (Tesco Plc, 2013). Analysis and critical evaluation of Tesco’s strategic position In the first assignment, the SWOT analysis, Porter’s five forces model and PESTEL framework have been used to analyze the external environment surrounding Tesco Plc. Its opportunities include opening up of its stores within the country and outside it, the building up of its clients around the world, and its strategy to expand to the Indian market. In 2009 the company opened up 620 stores out of which 435 were international thereby creating a network of commercial stores which would help Tesco benefit economically and reduce systemic threats. Its 1 million clients in 2010 provided an excellent opportunity for it to attract customers. Also its expansion in the Indian market would enable Tesco to maintain a nd grow. This will result in the strengthening of Tesco’s position in the global market. However threats continue to surround Tesco as the economical conditions are changing continuously economic recession and the financial crisis has to lead to unemployment and a decrease in sales. Moreover, as new giant departmental stores are emerging in the retail business Tesco is facing stiff competition as a result. Due to the financial crisis in the UK and the subsequent contraction of the economy, Tesco has faced problems in consolidating its position in the UK market. A decrease in sales has resulted due to low income and unemployment that people face and are therefore changing their buyer habits. As a result consumers are changing their behavior so as to allow them to spend on products and... As Tesco continues to explore its opportunities to expand in countries where there exist high returns, it also aims to be competitive by realizing its customer demands and needs so that they are able to provide them with a great experience. For that it needs to conduct frequent market reviews to analyze customer satisfaction. Also due to inflation the price setting should be done such that it attracts customers thereby creating a greater competitive environment. The focus is also on improve the performance of its current markets to maintain and grow its market share. The implementation of strategies that focus on customer reviews to tackle competition and grow could lead to better performance as most of the threats and weaknesses Tesco is as a result of rivals and the economic conditions. Sustainable growth is one of Tesco’s strategies. This means that profits are not the only governing factor in expanding but growing with responsibility thereby creating a sustainable operatin g environment. Knowledge Hub was started by Tesco for its suppliers to encourage the sharing of environmentally friendly ideas. Tesco wants to create a sustainable supply chain and by 2020 it aims to cut down emissions by twenty to thirty percents.

Blog Article Example | Topics and Well Written Essays - 1250 words

Blog - Article Example The organizations, big and small, scattered around the globe tend to have more than their ample share of what may be called the bad managers, whose only concern seems to be to mar the organizational efficiency and nip the talent right in the bud, wherever it is deployed within or outside the organization, thereby restraining the organization from achieving the levels of productivity and efficiency that may shock the shareholders, pushing most of them towards a premature stroke or heart attack (Lussier and Achua 5). One other role of bad managers is to give way to a pervasive despondency, apathy and cynicism within organizations so that employees may genuinely end up believing that they scarcely deserve a promotion or a raise, thereby sparing the organizations from splurging much money in the name of motivation and efficiency. When it comes to recruiting bad managers, the organizations may complain of a serious dearth of real talent. However, the good news is that bad managers happen to be just like regular managers with a discerning pool of skills and abilities at their disposal, which help them justify their title and denomination. While talking of bad managers, the one person that emerges on the canvass of my memory is Mr. Dam Doolittle, a paragon of managerial dexterity and a virtual paradigm of a bad manager, whom I came across while working in a local advertisement firm. One thing that outshined Mr. Doolittle from the pool of inefficient menials working under his tutelage in the firm was his panache for professional outlook. Mr. Doolittle had a passion for designer suits, ties and Italian patent leather shoes. Perhaps his guiding maxim was that if one successfully managed to look like a manager, than perhaps 99 percent of one’s job is done. No wonder, Mr. Doolittle’s managing acumen stood to be merely skin deep and superficial like the garishness of his apparels. However, sadly, this was not the be-all and end-all of his managerial acumen and talent. Mr. Doolittle indeed was endowed by the providence with some rare and special skills that aptly placed him at an assorted place in the hall of fame of the worst managers. His reputation was indeed well deserved and well earned, scarcely impervious to any tarnishing by the ravages of time or bursts of organizational change. When it came to micro management, it goes without saying that on this entire globe there scarcely existed a manager born of a human womb that could match the adroitness of Mr. Doolittle. Mr. Doolittle scarcely believed in the obsolete concept of ‘vision’. He was a stickler for change. He believed that in the current times defined by fast altering consumer preferences and the onslaught of digital solutions, ‘vision’ happened to be a thing of the past. He not only believed in leading from the front merely, but generously spread his management talent, right, left, behind and center, firmly convinced that the day he contracts his man agerial acumen from the floor, the business will virtually fall down on its knees. He believed in ruthlessly cracking the whip whenever and wherever the need be, luckily restrained by the organizational norms from wielding a whip in the literal sense. Being deprived of the superfluous notion of vision, the employees mostly felt insecure, confused and intimidated, and that is how Mr. Dam Doolittle expected them to be (Benfari 109). Esteemed to be a manager worth his salt, he had