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Tesco
The document analyzes Tesco's global development strategy and operations from 2004-2008. It finds that Tesco grew significantly over this period, expanding into new international markets and increasing its overseas revenue and store count. The document also examines Tesco's multi-channel approach across different retail formats and its focus on operational issues like private labels, pricing, and supply chain management. Finally, the document identifies Tesco as one of the world's leading grocery retailers, known for its flexible, multi-channel business model and competitive pricing strategy.
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Tesco
- 1. Prepared by CorinneMillar Planet Retail | March 2005 e-intelligence on global retailing - www.planetretail.net Copyright M+M Planet Retail Ltd. All rights reserved
- 2. Global DevelopmentStrategy Future Growth Operational Issues Around the world with Tesco e-intelligence on global retailing - www.planetretail.net 2 Copyright M+M Planet Retail Ltd. All rights reserved
- 3. Top 10 GlobalRanking, 2004 -2008 Rank Company RBS 2004 RBS 2008 (EUR bn) (EUR bn) 1 Wal-Mart 247.8 303.2 2 Carrefour 90.2 114.9 3 Ahold 72.3 73.4 4 Metro 62.8 79.2 5 Tesco 51.7 69.8 6 Ito-Yokado 46.9 55.7 7 Kroger 46.1 48.3 8 Rewe 44.1 45.7 9 Target 43.4 48.2 10 Costco 41.2 43.7 e-intelligence on global retailing - www.planetretail.net 3 Copyright M+M Planet Retail Ltd. All rights reserved
- 4. Global Map Czech UK Republic Russia Poland R.O. Ireland Slovakia France Hungary S Korea USA China Greece Turkey Japan Taiwan Thailand Malaysia e-intelligence on global retailing - www.planetretail.net 4 Copyright M+M Planet Retail Ltd. All rights reserved
- 5. Top 3 inUK, Thailand, Slovakia, Poland, S Korea, Ireland and Hungary 25 21.8 2004 2008 19.1 19.4 18.1 20 Market Share % MGD 14.8 15 10 18.6 18.1 6.6 17.7 5.8 5.5 4.9 13.5 10.9 5 1.6 1.6 0.5 4.9 0.1 4.3 3.9 1.9 0.7 0.6 0.2 0.1 0 UK ROI Hu Thl Slv CR SKr Po Mal Tky Tw China Jp e-intelligence on global retailing - www.planetretail.net 5 Copyright M+M Planet Retail Ltd. All rights reserved
- 6. UK still dominates…but share is falling Rest of world UK e-intelligence on global retailing - www.planetretail.net 6 Copyright M+M Planet Retail Ltd. All rights reserved
- 7. Key Overseas Markets: South Korea, Ireland, Hungary, Thailand and China 4,366 4,500 4,000 2004 2008 3,390 3,500 2,599 3,000 2,489 2,523 RBS EUR mn 2,139 2,500 2,000 2,375 2,080 1,158 1,500 855 1,598 724 1,000 1,535 499 487 1,190 396 500 694 547 425 329 195 167 136 0 Skr ROI Hu Thl Po CR Slv China Jp Tky Tw Mal e-intelligence on global retailing - www.planetretail.net 7 Copyright M+M Planet Retail Ltd. All rights reserved
- 8. East vs West Europe +25% Asia +122% 2004 Europe 90% 2008 Europe 84% Asia 10% Asia 16%e-intelligence on global retailing - www.planetretail.net 8 Copyright M+M Planet Retail Ltd. All rights reserved
- 9. Multi-channel approach Czech Republic UK Poland Ireland Slovakia Hungary China S Korea Japan Turkey Hypermarkets & superstores Taiwan Supermarkets Thailand Discount stores C-store & forecourt Malaysia Cash & carry e-intelligence on global retailing - www.planetretail.net 9 Copyright M+M Planet Retail Ltd. All rights reserved
- 10. Continued growth acrossthree core formats 1,600 1,526 1,400 1,167 1,129 1,200 2004 2008 No. of Stores 1,000 848 800 698 600 395 400 200 19 40 5 5 0 H&S S&N C-stores Discount C&C e-intelligence on global retailing - www.planetretail.net 10 Copyright M+M Planet Retail Ltd. All rights reserved
- 11. Operational Issues In-store Private labels Pricing Loyalty cards e-intelligence on global retailing - www.planetretail.net 11 Copyright M+M Planet Retail Ltd. All rights reserved
- 12. Operational Issues Back Office Organisation Buying Supply chain management Tesco Steering Wheel Finance Customers People Operations e-intelligence on global retailing - www.planetretail.net 12 Copyright M+M Planet Retail Ltd. All rights reserved
- 13. Key Messages One of the world’s leading grocery retailers Flexible, multi-channel retailer Competitive pricing drives business Early adopter of new technology e-intelligence on global retailing - www.planetretail.net 13 Copyright M+M Planet Retail Ltd. All rights reserved
- 14. www.planetretail.net e-intelligence on global retailing - www.planetretail.net Copyright M+M Planet Retail Ltd. All rights reserved
Editor's Notes
- #8 Looking now at the rest of the world, which currently accounts for 22% of sales and is set to rise to 31% by 2008, we can identify Tesco’s key markets. By the way, it is worth noting that our forecasts are based on projecting the sales and store numbers for existing formats and do not include potential acquisitions, or countries where it is not yet active such as Greece and Russia. South Korea, Ireland, Hungary and Thailand are all expected to continue to play an important role in Tesco’s overseas operations, whilst China, a relative new comer, is set to increase in significance following the acquisition of Hymall last year with 25 hypermarkets around Shanghai. In Japan, without a major acquisition of a large format retailer, sales are likely to remain peripheral in Tesco’s global empire. In Turkey, although expansion of hypermarkets is relatively modest at the moment, with just one store planned this year for example, the country represents a very exciting opportunity for Tesco with a highly fragmented retail market and one of the fastest growing and most youthful populations in the world. Although relatively small within Tesco’s overall universe, Taiwan is once again seeing investment by Tesco with the economy now starting to rebound and new store development opportunities arising. In Malaysia, planning restrictions have resulted in a freeze on further hypermarket development around the core economic area of the Klang Valley, Johor Baru and Penang which is prompting Tesco to look at other opportunities in smaller, secondary markets.
- #11 Looking at Tesco’s overall store development strategy, we can see that with the exception of discount stores and cash & carries, which are fairly peripheral to its grocery operations, strong growth is likely to occur across its three key formats of hypermarkets & superstores, supermarkets and neighbourhood stores, and convenience and forecourt stores. Nevertheless despite this highly targeted approach towards store development, one of the factors behind Tesco’s success lies in its degree of flexibility, with a desire to develop stores which reflect local shopping patterns. Prime examples of this can be found in Thailand where wet markets selling fresh produce continue to play a vital role in consumers’ purchasing habits. In response to this need, in 2002 Tesco developed a new type of value-driven superstore in Roi Et. In addition to the typical supermarket offering, the store features an external Fresh Market hall with space leased to local independent traders selling a range of fresh fruit, vegetables, spices, meat, ready to eat meals and garden products. The store is aimed at customers who want the convenience of modern supermarket shopping along with the freshness and range of a wet market. Although traders have some flexibility, the stalls are managed by the Tesco store manager and have to conform to customers' expectations in terms of quality and standards. Further, earlier this year, Tesco developed a new neighbourhood store concept in Thailand trading as Talad Lotus in department stores. These outlets are designed to directly compete with the daily wet market trade. Trading from around 700 square metres, they sell around 5,000 product lines, with a heavy bias towards fresh foods. Overall, Tesco sees the potential for somewhere between 200 to 300 Talad Lotus outlets.