Assignment代写范例：The strategic and cultural change at Tesco
Assignment代写范例-特易购的战略和文化变革。本文是一篇由本站代写服务提供的assignment代写参考，主要内容是讲述零售是一种将商品和商品直接提供给客户的概念，使购物成为一种舒适而轻松的业务。由于这一事实，今天的零售业竞争越来越激烈，因此，它使人们比以前有更多的选择从不同的零售店进行选择。为了增加商业活动并确保其市场价值，吸引每个行业的新客户并留住以前的客户正成为每个零售商关注的问题。下面就一起来看一下这篇留学生assignment代写范文。
Retailing is the concept of making goods and commodities directly available to the customer, making shopping a comfortable and easy business. Due to this fact, today retailing has become increasingly competitive and hence, it has enabled people to have more options to choose from different retail outlets than before. To increase business activity and ensure its market value, it’s now becoming the concern of every retailer to attract new customers of every sector, and retain previous customers. Customer satisfaction is the key to achieve market leadership, and customer satisfaction can be guaranteed by providing the customers the best price with ensured product quality accompanied with good shopping experience. Giving superior value to the customer is the successful strategy followed by many companies, which is why good companies understands and anticipate customer requirement and continuously monitors the changing lifestyles and demands of the customer (Henry, 2007).
零售是一种将商品和商品直接提供给客户的概念，使购物成为一种舒适而轻松的业务。由于这一事实，今天的零售业竞争越来越激烈，因此，它使人们比以前有更多的选择从不同的零售店进行选择。为了增加商业活动并确保其市场价值，吸引每个行业的新客户并留住以前的客户正成为每个零售商关注的问题。客户满意度是实现市场领先地位的关键，通过向客户提供最优惠的价格、确保的产品质量和良好的购物体验来保证客户满意度。为客户提供卓越的价值是许多公司遵循的成功战略，这就是为什么好的公司能够理解和预测客户的需求，并持续监控客户不断变化的生活方式和需求（Henry，2007）。
Tesco is one such company that has made thousands of people its loyal customer and therefore, is the leading supermarket retailer of United Kingdom, one of the largest food retailers and also one of the top three international retailers in the world. Tesco is the market leader that has been the dominating within the wide spectrum of the industry. However, in order to sustain this position it must carefully monitor trends in its external environmental to provide product innovations and services that will build brand loyalty among its customers and food for thought for its competitors (EMCC 2007).
Tesco’s business strategies have successfully lead it to the top of the world’s best retailer list but efforts, in form of change in business strategies and the office culture for the sake of innovation and customer attraction, are required by the company to improve its work standards.
Statement of the Problem:
The statement of the problem will be stated as: “A study to analyze the strategic and cultural change at Tesco for improving work standards”.
Aims and Objectives:
The aims and objectives of the study are:
To review the cultural change and strategy modification of Tesco in recent years.
To propose new strategies and culture for improving the standards of work at Tesco.
To carry out the strategic assessment of Tesco for determining the success factors that have made Tesco a globally known brand
Literature Review:
TESCO is a United Kingdom-based global supermarket chain which is generating annual revenues of around £20 billion. Jack Cohen founded this company in 1919, he started off by selling surplus groceries from a stall in the East End of London, and the first store was opened in Edgware, North London in 1929. By 1960 Tesco owned a chain of 212 stores in the north of England and the number of stores increased up to 356 by the year 1965.
Tesco became the first major retailer to emphasize the nutritional value of its own-brand products by launching its ‘Healthy Eating’ initiative in the year 1985. By the year 1995, Tesco dominated the English market in food retailing, and thus started expanding the business beyond the boundary across the world. Tesco PLC was introduced and established in Hungary, Northern Ireland, Poland, Czech Republic and Slovakia. In 1998, the business was launched in Asian countries Taiwan and Thailand, and by 2004, Tesco business activities were extended in South Korea, Malaysia, Japan, Turkey and China.
After the success in food retailing business Tesco expanded its business activities into different formats targeting different markets and a wide range of customers of different sectors. With over 2,500 stores worldwide and more than 450,000 peoples employed, Tesco rules around the world with its business which covers retailing, distribution, logistics, telecommunication and financial services (EMCC, 2007).
The third key part of Tesco’s long-term strategy for growth is to be equally strong in food and non-food retailing. Tesco ensures the same high quality, variety, reasonable price, and service for customers in both areas. The company offers a wide range of non-food products which includes electrical goods, home entertainment, clothing, health and beauty products, stationery, kitchen item, furnishings, and seasonal goods and garden furniture. Tesco has developed the concept of complete shopping under one roof by offering customers the convenience of shopping for non food items along with food and household goods.
Tesco’s 80% of the profit comes from the core UK business. The core United Kingdom business consists of over 1,800 stores and more than 260,000 peoples working as an employee. This growth in the business has been possible by the attainment of new space, extensions of existing stores, and mainly by a multi-format approach. The sale of non-food items, which are growing at around twice the rate of food sales, is also a contributing factor to the overall growth of the business. Tesco utilizes qualitative as well as quantitative research techniques to explore issues. The company has been working on having a broad appeal by continually innovating and investing in new product lines to increase options for the customers. These brand appeals include ‘Healthy Living Products’, ‘Free Form Products’ which are especially designed products for people with food allergies and food intolerances, ‘Special Healthy Children’s Snacks’ which are rich in fiber and ‘Organic Product Line’ which offers affordable and more diverse organic food (EMCC, 2007).
Tesco have successfully established business outside the United Kingdom, around 100,000 employees are working for the company in international operations, serving over 15 million customers resulting in generating over GBP 474 million in profit. The key to this success is that Tesco has ensured that each business activity is unique and flexible according to the tastes and demand of the targeted customer of respective country. The multi-format approach has helped the company to prosper as it attracts by interesting a wide spectrum of customer in the products.
Tesco’s last long-term strategy for business growth and development is to provide new retailing services in response to customer demand. To achieve this goal Tesco has developed three tools; Tesco Personal Finance (TPF) which was launched in 1997 through a joint venture with the Royal Bank of Scotland, this joint venture combines Tesco’s knowledge of customers with the Royal Bank of Scotland’s expertise in financial services giving the customers a choice of products and services from banking to instant car and travel insurance. Tesco.com is the company’s online shopping service was launched in 1999 owing to the growing IT development. Shopping online gives the customers an added advantage of shopping from home at their own convenience. Tesco Telecom Tesco Mobile is another of Tesco’s scheme, it was launched in July 2003 through a joint venture with Telefonica subsidiary, and it now has over half a million customers.
Tesco being such a large industry faces many risks, since it targets a large variety of customers covering wide spectrum of industry, it involves a lot of risk, biggest being the decline of the quality of the products. Also, the increasing number of business activities and especially the wide spectrum upon which Tesco has been working has greatly increased the number of competitors. Since, Tesco grows to increase its business covering all aspects of the life; the company faces a lot of rivalry. Thus, to maintain brand loyalty of its customer Tesco needs to develop new strategies for the growing business to ensure that company’s policies of customer satisfaction is being fulfilled.
Strategic and cultural change at Tesco for improving work standards
Organization culture may be defined as “the shared assumptions, values, and beliefs that guide the actions of its members.” [CITATION SWO l 1033] It is influenced by a variety of factors, including the founder’s value, nature of the business, the external environment and the behavior of the senior leaders. Culture determines the success or failure of an organization, because it directly impacts its core values as well as its employees. Hence, organizations adapt their cultures depending on their current needs. Culture changes are more likely to occur when companies undergo a major setback, such as a finance crisis, or when they expand themselves across product categories or countries. According to Kennen (2007), organizations can induce culture change by uncovering the core values and beliefs of the employees, by discussing and communicating the process of change, and by establishing new behavioral norms. Change management can become a very crucial issue, if not implemented properly it can result in loss of employee trust in management. Successful organizations inspire a strong organization culture into their employees.
Tesco is an example of such organization which have undergone major adaptive cultural and strategic changes in the past along similar lines. Through our secondary research, we have found material showing Tesco’s success linked with its change.
Tesco is one of the largest retailers of food and drinks worldwide. Based in United Kingdom ever since 1920 [CITATION SWO l 1033] , it has to date expanded itself into several countries across the European Union as well as in Asia. It sells around 40,000 food and non-food products through its wide network of 2318 stores and its online service Tesco.com.
Such success of Tesco has been possible due to its focus on growth strategy, and its core competencies which are basically its brand reputation and the value-added services its provides through the brand experience. In addition, Tesco has shown a wide potential to capture foreign markets with variable environmental, cultural and political factors. It is highly sensitive to external environment, and adjusts on a need basis. It is also important to consider the factors of Tesco’s internal environment which add to its competencies. These include its strong IT integration and integration of its supply chain. [CITATION Eur07 l 1033] Advanced extranet and intranet systems which are regarded as luxuries in many organizations are the very operational tools in Tesco. This ensures quick flow of information within the organization, and outside, ensuring timely decision making and innovation to take place. Tesco also has enhanced supplier relationship programs, which are unique in their structure and very specifically designed keeping in view its culturally and ethnically diverse suppliers from all over the globe. Strong communication links are developed and close relationships are maintained to increase trust and respect, and to attract more prospective suppliers through word-of-mouth.
特易购就是这样一家公司，它让成千上万的人成为了它的忠实客户，因此，它是英国领先的超市零售商，也是最大的食品零售商之一，也是世界上三大国际零售商之一。特易购是市场领导者，在整个行业中一直占据主导地位。然而，为了维持这一地位，它必须仔细监测其外部环境的趋势，以提供产品创新和服务，从而在客户中建立品牌忠诚度，并为竞争对手提供思考（EMCC 2007）。
特易购的商业战略成功地使其登上了世界最佳零售商排行榜的榜首，但为了创新和吸引客户，该公司需要通过改变商业战略和办公室文化来提高工作标准。
问题说明：
该问题的陈述将被陈述为：“一项分析特易购为提高工作标准而进行的战略和文化变革的研究”。
目标和目的：
研究的目的和目标是：
回顾特易购近年来的文化变革和战略调整。
提出新的战略和文化，以提高特易购的工作标准。
对乐购进行战略评估，以确定使乐购成为全球知名品牌的成功因素
文献综述：
TESCO是一家总部位于英国的全球连锁超市，年收入约200亿英镑。杰克·科恩于1919年创立了这家公司，他最初在伦敦东区的一个摊位上出售多余的杂货，1929年在伦敦北部的埃奇韦尔开设了第一家商店。到1960年，特易购在英格兰北部拥有212家连锁店，到1965年，商店数量增加到356家。
特易购于1985年推出“健康饮食”计划，成为第一家强调自有品牌产品营养价值的大型零售商。到1995年，特易购在英国食品零售市场占据主导地位，并开始将业务扩展到世界各地。Tesco PLC在匈牙利、北爱尔兰、波兰、捷克共和国和斯洛伐克引入并成立。1998年，该业务在亚洲国家台湾和泰国开展，到2004年，乐购业务扩展到韩国、马来西亚、日本、土耳其和中国。
在食品零售业务取得成功后，特易购将其商业活动扩展到不同的形式，瞄准不同市场和不同行业的广泛客户。特易购在全球拥有2500多家店铺，员工超过45万人，其业务涵盖零售、分销、物流、电信和金融服务，在全球范围内占据主导地位（EMCC，2007年）。
特易购长期增长战略的第三个关键部分是在食品和非食品零售业同样强大。特易购确保为这两个地区的客户提供相同的高品质、多样化、合理的价格和服务。该公司提供广泛的非食品产品，包括电器、家庭娱乐、服装、健康和美容产品、文具、厨房用品、家具、时令用品和花园家具。特易购通过为顾客提供购买非食品以及食品和家居用品的便利，发展了一个屋檐下完全购物的概念。
特易购80%的利润来自英国的核心业务。英国的核心业务包括1800多家商店和26万多名员工。这种业务增长是通过获得新的空间、扩展现有商店以及主要通过多种形式的方法实现的。非食品的销售额增长率约为食品销售额的两倍，也是业务整体增长的一个因素。特易购利用定性和定量研究技术来探索问题。该公司一直致力于通过不断创新和投资新的产品线来增加客户的选择，从而具有广泛的吸引力。这些品牌吸引力包括“健康生活产品”、“自由形式产品”，这是专门为食物过敏和食物不耐受的人设计的产品，富含纤维的“特殊健康儿童零食”和“有机产品线”，它提供价格合理、更多样化的有机食品（EMCC，2007）。
特易购已成功在英国境外建立业务，约有10万名员工为该公司从事国际业务，为1500多万客户提供服务，产生了超过4.74亿英镑的利润。这一成功的关键是，特易购确保了每一项商业活动都是独特的，并根据各自国家目标客户的口味和需求灵活多变。多格式的方法有助于该公司的繁荣，因为它吸引了广泛的客户对产品的兴趣。
特易购业务增长和发展的最后一个长期战略是根据客户需求提供新的零售服务。为了实现这一目标，乐购开发了三种工具；特易购个人理财（TPF）于1997年通过与苏格兰皇家银行的合资企业成立，该合资企业结合了特易购对客户的了解和苏格兰皇家银行在金融服务方面的专业知识，为客户提供了从银行到即时汽车和旅行保险的产品和服务选择。Tesco.com是该公司的在线购物服务，由于IT的不断发展，于1999年推出。网上购物为顾客提供了在家购物的额外优势。Tesco Telecom Tesco Mobile是Tesco的另一个计划，它于2003年7月通过与Telefonica子公司的合资企业推出，目前拥有50多万客户。
特易购作为一个如此大的行业，面临着许多风险，因为它的目标客户种类繁多，涵盖了广泛的行业，它涉及到很多风险，最大的风险是产品质量的下降。此外，越来越多的商业活动，尤其是乐购一直在开展的广泛业务，大大增加了竞争对手的数量。自那以后，特易购不断发展壮大，业务覆盖生活的方方面面；这家公司面临很多竞争。因此，为了保持客户的品牌忠诚度，特易购需要为不断增长的业务制定新的战略，以确保公司的客户满意度政策得到履行。
特易购为提高工作标准而进行的战略和文化变革
组织文化可以定义为“指导其成员行动的共同假设、价值观和信念”。[CITATION SWO l 1033]它受到多种因素的影响，包括创始人的价值观、业务性质、外部环境和高级领导的行为。文化决定了一个组织的成败，因为它直接影响到其核心价值观和员工。因此，组织根据其当前需求调整其文化。当公司遭遇重大挫折（如金融危机），或在产品类别或国家/地区进行扩张时，文化变化更有可能发生。根据Kennen（2007）的观点，组织可以通过揭示员工的核心价值观和信仰，通过讨论和沟通变革过程，以及通过建立新的行为规范来诱导文化变革。变革管理可能成为一个非常关键的问题，如果实施不当，可能会导致员工对管理层失去信任。成功的组织激发员工强烈的组织文化。
乐购就是这样一个组织的例子，它在过去也经历了类似的重大适应性文化和战略变革。通过我们的二次研究，我们发现了显示乐购成功与变革相关的材料。
特易购是全球最大的食品和饮料零售商之一。自1920年[CITATION SWO l 1033]以来，它一直以英国为基地，迄今已扩展到欧盟和亚洲的几个国家。该公司通过其2318家门店的庞大网络和在线服务Tesco.com销售约40000种食品和非食品。
特易购之所以能够取得如此成功，是因为它专注于增长战略，其核心竞争力基本上是其品牌声誉和通过品牌体验提供的增值服务。此外，特易购在利用各种环境、文化和政治因素占领外国市场方面表现出了巨大的潜力。它对外部环境高度敏感，并根据需要进行调整。同样重要的是要考虑特易购内部环境的因素，这些因素会增加其竞争力。其中包括其强大的IT集成和供应链集成。[CITATION Eur07 l 1033]在许多组织中被视为奢侈品的高级外部网和内部网系统是特易购非常实用的工具。这确保了组织内部和外部信息的快速流动，确保及时做出决策和进行创新。特易购还加强了供应商关系计划，这些计划的结构独特，设计非常专门，考虑到其来自全球各地的文化和种族多样的供应商。建立了强有力的沟通联系，并保持了密切的关系，以增加信任和尊重，并通过口碑吸引更多的潜在供应商。
In addition, Tesco treats its human resource as an important asset and invests due fully in it. The Times 100 research has shown that, keeping in view the Maslow’s Hierarchy Model of Needs, Tesco seeks to fulfill all the level of needs, from basic to the highest through its various employee motivation programs. It provides basic pay and locker room facilities and health security and pension. In addition it addresses the higher needs of the individuals by empowering them in a team based environment, providing them feedbacks and appraisals, and motivating them through encouragement and respect. Tesco even has Personal Development Plans, which focus on the personality and skill developments of the employees, helping them progress in career and in life. Thus, Tesco’s treatment of its employees covers all aspects of the employee needs.
According to European Foundation for the Improvement of Living and Working Conditions (2007),Tesco is the biggest private sector employer in UK. It seeks employees from different cultures, background through different sources, including government programs and campaigns. Its recruitment system allows the employers to consider people from diverse cultural and local groups, and fit them into particular jobs depending on capabilities and tendencies. It also participates in the government ‘regeneration’ programs which looks fro employees amongst those that have been chronically unemployed. It also makes sure that its managers work shoulder-to-shoulder with its workforce, and are aware of the technical aspects of the work. Tesco provides its employees salaries based on the nature of work, and additional benefits, both monetary and personal in the form of flexible work hours. Tesco also supports the part-time employment, which is becoming more popular than full-time jobs.
此外，特易购将其人力资源视为一项重要资产，并对其进行了充分投资。《泰晤士报100强》的研究表明，考虑到马斯洛的需求层次模型，特易易购通过其各种员工激励计划，寻求满足从基本到最高的所有需求。它提供基本的工资和更衣室设施以及医疗保障和养老金。此外，它还通过在基于团队的环境中赋予个人权力，向他们提供反馈和评估，并通过鼓励和尊重激励他们，来满足个人的更高需求。特易购甚至制定了个人发展计划，重点关注员工的个性和技能发展，帮助他们在职业和生活中取得进步。因此，特易购对待员工的方式涵盖了员工需求的方方面面。
根据欧洲改善生活和工作条件基金会（2007年）的数据，特易购是英国最大的私营部门雇主。它通过不同的来源，包括政府项目和活动，寻找来自不同文化、背景的员工。它的招聘系统允许雇主考虑来自不同文化和当地群体的人，并根据能力和趋势将他们适合特定的工作。它还参与了政府的“再生”计划，该计划在长期失业者中寻找员工。特易购还确保其经理与员工并肩工作，并了解工作的技术方面。特易购根据工作性质为员工提供工资，并以弹性工作时间的形式提供额外的金钱和个人福利。特易购还支持非全日制工作，这比全职工作更受欢迎。
In the book Value-based human resource strategy: developing your consultancy role, Grundy and Brown (2003) assert that in 1990, Tesco decided to undergo a culture change to “enhance its responsiveness throughout the organization.” However, when it hired an HR consultant, it discovered that the term ‘culture change’ had an inherent risk of failing. It was too overwhelming a concept, indicating a huge change in the organization’s function which made it incomprehensible for its stakeholders. Hence Tesco underwent change in the name of ‘customer service’ instead, because the term described exactly what kind of change was going to be targeted. Similarly, when BP introduced its cultural change, it put an economic value that came from the change to motivate the employees to adopt it. Thus, organization culture change can be adopted in several steps, namely ‘value change’ which lead to ‘behavioral change’ in employees.
Tesco is a heavily customer oriented organization, with a focus on its external environment. Bedingham (2000) has described the process of an organization change with respect to Tesco. He says that there is a relationship between organization culture and organization results. In order to bring about change, an organization needs first to decide what it wants to achieve as a result. This was implemented by Tesco in 1987. According to the article, when Coca-Cola appointed Verax to do research on retail stores, it made the research findings open to the stores themselves. Tesco’s finding was the lack of professionalism amongst its store managers. In response, Tesco decided to review its management practices to improve customer satistaction. IT developed pilot programs for personality development of its store managers which covered all aspects of the managers’ personality. One of such initiatives was the Store Management Development Project, after whose success the company moved on to shift the entire organization to a professional and customer-oriented culture. The change was need-driven and focused on areas where improvement was needed. All these measures helped Tesco gain value in terms of better customer response, which translated into a successful commercial outcome.
Ma and Ding (2010) have also described the customer-orientation of Tesco.com, by asserting that customer value and customer satisfaction are amongst the core values of the organization. They have a clearly defined purpose, and they fulfill it through their excellent customer and delivery service. According to the work, 67% of the people take Tesco as their favorite supermarket.
Leahy (2004) asserted that a financial crisis that Tesco underwent in 1990’s was what triggered the change process as Tesco. The event guided Tesco’s managers to change their values from being competition-focused to customer-focused.
Hence, from the literature review it is evident that Tesco has experienced strategic as well as cultural change, and to improve work standards, it can keep moving in the same direction of customer-focus and quality service.
Methodology:
We shall further conduct primary research on the subject to identify more variables that can be involved in improving the working conditions at Telco. In order to do so, we plan to test the perceptions of the Telco employees themselves, as well as the managers. These perceptions shall reveal whether the employees are satisfied with the working conditions and culture at Telco, and if their core values are in line with the customer-oriented strategy of the organization. This should help confirm the secondary research, and show new areas to explore where improvements can be made.
We shall test the perceptions of employees and managers by means of survey questionnaires, focus groups and in-depth interviews.
Survey questionnaires shall seek information about the motivation level of employees and their basic problems and opinions. Mostly close-ended questions, they will give a quantitative analysis of the situation. Based on our findings from the surveys, we shall conduct focus groups with the employees where we gain insights about the core employee feelings and perceptions. These include:
What are the main problems employees face at their workplace?
How do employees want their workplace to be like?
What will motivate employees to perform better?
To what extent are the current working conditions fulfilling the basic and higher needs of its employees?
How do employees describe their workplace? Is it ‘fun’, ‘shabby’, ‘business-like’, ‘delightful’?
Thirdly, we are going to conduct in-depth interviews with the managers of Telco to understand their view-points about the culture. This may also help us gain ideas about how to make Tesco a better working place.
Grundy和Brown（2003）在《基于价值的人力资源战略：发展你的咨询角色》一书中断言，1990年，特易购决定进行文化变革，以“提高整个组织的响应能力”。然而，当它聘请人力资源顾问时，发现“文化变革”一词有失败的内在风险。这是一个过于压倒性的概念，表明该组织的职能发生了巨大变化，使其利益相关者无法理解。因此，特易购的名称改为“客户服务”，因为这个词准确地描述了目标是什么样的变化。同样，当英国石油公司引入其文化变革时，它提出了一个来自变革的经济价值来激励员工接受它。因此，组织文化变革可以分为几个步骤，即“价值变革”，这会导致员工的“行为变革”。
特易购是一个高度以客户为导向的组织，专注于其外部环境。Bedingham（2000）描述了关于乐购的组织变革过程。他说，组织文化和组织结果之间存在关系。为了实现变革，组织首先需要决定其想要实现的目标。这是特易购在1987年实施的。文章称，当可口可乐公司任命Verax对零售店进行研究时，它向零售店自己公开了研究结果。乐购的发现是其门店经理缺乏专业精神。作为回应，特易购决定重新审视其管理实践，以提高客户满意度。IT开发了门店经理个性发展的试点项目，涵盖了经理个性的各个方面。其中一项举措是商店管理发展项目，在该项目取得成功后，该公司将整个组织转变为专业和以客户为导向的文化。这一变化是由需求驱动的，并侧重于需要改进的领域。所有这些措施都帮助乐购在更好的客户反应方面获得了价值，并转化为成功的商业成果。
马和丁（2010）还描述了特易购的客户导向，认为客户价值和客户满意度是组织的核心价值之一。他们有明确的目标，并通过卓越的客户和交付服务来实现这一目标。根据调查，67%的人将乐购视为他们最喜欢的超市。
Leahy（2004）断言，Tesco在20世纪90年代经历的金融危机引发了Tesco的变革过程。该活动引导乐购的管理者将他们的价值观从以竞争为中心转变为以客户为中心。
因此，从文献综述中可以明显看出，特易购经历了战略和文化的变革，为了提高工作标准，它可以继续朝着以客户为中心和优质服务的方向发展。
方法论
我们将进一步对该主题进行初步研究，以确定更多可用于改善Telco工作条件的变量。为了做到这一点，我们计划测试电信公司员工本身以及经理的看法。这些认知应揭示员工是否对Telco的工作条件和文化感到满意，以及他们的核心价值观是否符合组织以客户为导向的战略。这将有助于证实二次研究，并显示出可以改进的新领域。
我们将通过调查问卷、焦点小组和深入访谈的方式来测试员工和管理者的看法。
调查问卷应了解员工的动机水平及其基本问题和意见。大多数是封闭式问题，他们会对情况进行定量分析。根据我们的调查结果，我们将与员工进行焦点小组讨论，深入了解员工的核心感受和看法。其中包括：
员工在工作场所面临的主要问题是什么？
员工希望他们的工作场所是什么样子的？
什么能激励员工表现得更好？
目前的工作条件在多大程度上满足了员工的基本和更高需求？
员工如何描述他们的工作场所？它是“有趣”、“破旧”、“像生意一样”、“令人愉快”吗？
第三，我们将深入采访电讯公司的管理人员，了解他们对文化的看法。这也可能有助于我们了解如何让乐购成为一个更好的工作场所。
Conclusion
The success story of Tesco revolves around the four key elements which have been the company’s long-term strategy for business development and growth. These key elements include growing the core United Kingdom business, expanding business internationally, becoming equally strong in its non-food retailing chain and to provide new retailing services in response to changing customer demand. The company believes in customer value and describes its core purpose to earn their lifetime loyalty and to achieve this purpose, Tesco try harder on behalf of customers than its competitors and treat people how as they would like to be treated and be better for customers in every possible way. Tesco has been successfully responding to changing lifestyles and demand of the customer. This has been one of the company’s key drivers over the past five to 10 years.
Tesco PLC, after the completing this successful journey intends to remain on top of the world of retailers and for that constant change and innovations are required in the companies strategies to keep the old customers loyal and to make as much new customers as possible. From the past studies it is observed that when in 1990’s when the company formulated a change in its cultural strategy and the concept of ‘customer service’ was born, which have made Tesco not only the leading company of the United Kingdom but also among the top companies of the world. To maintain this position, the time has come to develop and create ideas or to develop new strategies building up a completely different culture that will ensure further boost in the economy of the company.
According to the report of Datamonitor (2003) Tesco Plc might be regarded as the largest retail sector of the UK industry, recruiting almost three million employees for the product manufacturing and services. Approximately 9% of the total domestic production is catered by Tesco. Although this present era have shown a great inclination of suppliers to buy company owned products having a well reputed brand name, thus increasing limitations imposed on the supermarkets but still the strategic development of supply networks is regarded as the prime driving force for the retail store chains operating within the previous decade. Tesco plc is affected by the external environment in which it operates. The company now owns almost 2318 retail centers with the workforce of 326,000. Online shopping facility is also provided under the company’s official web domain “Tesco.com”. The market concentration ofTesco is well distributed in United Kingdom with extensions of Superstore, Express, Metro and Extra. Annual sale of products is estimated to be 40,000 with the inclusion of clothing line and accessories. The products launched by the company can be classified into three categories of “value, normal and finest”. Other than that Financial services and petrol stations are also regulated by Tesco Plc in United Kingdom.
References:
Henry, A. (2007). Understanding Strategic Management. London: Oxford University Press
European Foundation for the Improvement of Living and Working Condition Case Studies, European Commerce Center: Tesco PLC. Available at: [Accessed: 3 March 2011]
结论
特易购的成功故事围绕着四个关键要素展开，这四个要素是公司业务发展和增长的长期战略。这些关键要素包括发展英国的核心业务，在国际上扩大业务，在其非食品零售链中变得同样强大，并根据不断变化的客户需求提供新的零售服务。该公司相信客户价值，并描述了其核心目的，即赢得他们的终身忠诚度。为了实现这一目标，特易购比竞争对手更努力地代表客户，并以他们希望得到的方式对待人们，以各种可能的方式为客户做得更好。特易购成功地应对了客户不断变化的生活方式和需求。在过去的5到10年里，这一直是该公司的关键驱动力之一。
特易购（Tesco PLC）在完成这一成功之旅后，打算保持在零售商世界的领先地位，为此，公司战略需要不断变化和创新，以保持老客户的忠诚度，并尽可能多地吸引新客户。从过去的研究中可以观察到，当公司在20世纪90年代制定了文化战略的变革时，“客户服务”的概念诞生了，这使特易购不仅成为英国的领先公司，而且跻身于世界顶级公司之列。为了保持这一地位，现在是发展和创造想法或制定新战略的时候了，建立一种完全不同的文化，以确保公司经济的进一步发展。
根据Datamonitor（2003）的报告，乐购公司可能被视为英国最大的零售业，为产品制造和服务业招聘了近300万名员工。大约9%的国内总产量由乐购提供。尽管在这个时代，供应商非常倾向于购买具有知名品牌的公司自有产品，从而增加了对超市的限制，但供应网络的战略发展仍然被视为前十年连锁零售店运营的主要驱动力。特易购股份有限公司受到其经营的外部环境的影响。该公司目前拥有近2318个零售中心，员工32.6万人。在线购物设施也在该公司的官方网站“Tesco.com”下提供。Tesco的市场集中度在英国分布良好，包括Superstore、Express、Metro和Extra。包括服装系列和配件在内的产品年销售额预计为40000件。该公司推出的产品可分为“有价值的、普通的和最好的”三类。除此之外，金融服务和加油站也受到英国乐购公司的监管。
参考文献：
亨利A.（2007）。了解战略管理。伦敦：牛津大学出版社
欧洲改善生活和工作条件基金会案例研究，欧洲商业中心：Tesco PLC。可在：[访问时间：2011年3月3日]
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