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Essay / Research Paper Abstract
This 15 page is written in three parts. The first part of the paper assesses the strategy of Tesco between 2004 and 2009. The second part looks at the ability to Tesco to compete in the Perfume market and take on Boots the Chemist. The last part f the paper considers the way that the firm competes and considers how it may continue with this into the future. The bibliography cites 13 sources.
Page Count:
15 pages (~225 words per page)
File: TS14_TEstrtesco.rtf
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Unformatted sample text from the term paper:
competition, the closest competitor is Asda (part of Wal-Mart empire), which has a 17.2% market share (Hamilton, 2009). The way that the firm has been able to gain and maintain
its market dominance, despite seeing some losses and gains in market share, as effective the way in which it has approached business through a carefully managed strategy over the last
few years. Since 2000 4/10 goes has adopted a very aggressive strategy, seeking to compete directly with other companies, as well as adapting to the markets environment.
For Tesco developing the loyalty card scheme has been a very appropriate strategy, although this was developed well before 2004. The benefit is
that this start to realize have been further leveraged in the way that the organization has utilized loyalty scheme to gain competitive advantages. The level of control the supermarkets
had over their suppliers may have been high, but they had very little control over the customers. Individually each customer had little influence, but costumers tended to react to the
same influences. There were also numerous substitutes for shopping at the supermarket and for many of the goods sold and something that was perceived as giving the customer something back
was a potential source of competitive advantage. The aim of the scheme is to increase sales by selling more to the same
customers, this was a penetration strategy according to Ansoff, by gaining loyalty. This also had the potential of increasing the customers that were attracted so had a secondary aim of
a market expansion strategy as well (Kotler and Keller, 2008). The CRM strategy that followed is one undertaken with the long term goal of increasing sales that could then be
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