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Essay / Research Paper Abstract
This 10 page paper considers how the supermarket chain Tesco’s makes use technology as a strategic weapon to gain competitive advantage by way of differentiation. The writer looks uses Porters Five Forces and a Value Chain analysis to consider the value of the loyalty cards and the use of Electronic Data Interchange (EDI). The bibliography cites 16 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEtesco1.rtf
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Unformatted sample text from the term paper:
usual superstores there are also smaller stores called Tesco express where there are limited ranges of convenience foods, internet shopping and diversification into a ranges of related and unrelated products
from clothes to insurance and loans. It is nit only in the growth and diversification that the company is succeeding, it may be argued that Tesco is one company that
is has adopted the use of technology and adapted it to produce a competitive advantage which is in effect a strategic weapon. If we consider briefly the technology the company
uses we can then consider how this fits in with the industry and the way in which it impacts on the value chain.
Tescos has an integrated information network, the stores are all linked by way on a database whish records what has been sold and can analysis trends. The system is
an EDI system that tracks goods and can be seen as creating increased value. The system is also interlinked with the companies own loyalty cards and can also be used
to analysis consumer trends and even personalise the offers which are sent to customers; True personalisation. If we use Porters five forces the
industry may be analyses in terms of existing competitors, the threat of new entrants, substitute products (or services), and the power of purchasers and suppliers. Porter does not see these
external factors as working alone, they act in relationship to each other, and can also be influenced by the organisation which the effect, in understanding them the organisation is in
the best position to influence them (Thompson, 1998). If we look at existing competitors the closet competitor with a similar style of operation
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