Management at TESCO - Case Study Example

Introduction: TESCO is one of the largest companies in the UK and is a multinational having presence in many parts of the world including the United States and Asia. The Company calls itself UK's largest grocer indicating the type of business it is in. It is the world's third largest supermarket, (the larges being Wal-Mart) and employees about 444,000 people worldwide indicating the size of the company. The total group turnover is over 51 billion pounds and sells products as varied as vegetable, clothes, and computers. It has over 3,700 stores spread over thirteen markets. The largest number of stores is in UK which comes to about 2,100 followed by 814 stores in Asia and 746 stores in Europe. The company is a new entrant in the American market and has only about 53 stores all of them located in USA. Any organization irrespective of size or motive (profit or not-for-profit), whether it is publicly owned or not will be affected by many factors and influences. These might be external and internal. This paper is divided into two parts and the first one will analyse the external and internal influences on TESCO. The second part of the paper will discuss the topic of globalization with reference to the above mentioned company. In the process it will take the following three issues into consideration. It will analyse how globalisation influences policies and decision making in TESCO. It will then critically evaluate the effectiveness of the organisation's response to those issues and finally provide some areas for improvement in the response of the organisation. The paper will begin with a short history and development of the company. History of TESCO: As with most organisations TESCO started off as a single grocery stall in 1919. The shop was started by Jack Cohen who named the shop TESCO in 1924. The inspiration behind the name was a tea supplier called T E Stockwell. Cohen used the T E and S, the first three letters of the name and CO to form the word. The company began to grow rapidly and soon had a headquarters in North London in the year 1932 and also became a private limited company in the same year. The company went public in the year 1947. Expansion continued mainly though acquisitions of other stores. The company also began building superstores and also entered the retail petrol sale in UK. The current name of TESCO Plc was taken in 1983. The company's first overseas expansion was in 1995 to Hungary. The Company entered the Asian market two years later. Its internet portal and shopping facility TESCO.com is launched in 2000. TESCO entered the highly competitive market in the year 2007 only. Internal influences: The internal factors are those which can be controlled to a large extent by the company management and staff. Internal influences include, the management strategy, the human resources of the company, the marketing strategy, the level of technology, the organisational culture etc. Management strategy: The overall strategy formulated and practiced by the management will have a great influence on the company. If the policies are not properly taken, it will have a negative influence and correct ones will have a positive influence. It is also said that implementation of the strategy is more important than the strategy itself. "A study of 275 portfolio managers reported that the ability to execute strategy was more important than the quality of the strategy itself." (Kaplan and Norton 2001, p.1). The management strategy of TESCO can be easily understood and reviewed from what the company calls its steering wheel. The basic vision of the company with regard to customer service is the words 'every little helps' that appears in most of the company's pages. Their strategy is classified into five sections namely customer, community, operations, people and finance. Customer strategy includes great service by the staff, eliminating the need for queuing, providing a wide variety of goods that customers can get his needs under one roof, offer the lowest possible prices and obtain lifelong customer loyalty. For the community the company tries to be a good neighbour for the people in the locality it operates and also behave in a responsible, fair, and honest manner. Operations strategy includes getting things right the first time itself, perform at a high level consistently, making things easier for personnel and staff, recognize each and every job as important and finally to do things that will provide savings in time and money. The strategy for people (or its personnel) the strategy is space for growth in the organization, make the job as interesting as possible, help from superiors and treating the employees with respect. It finance strategies include growth in sales, maximising profit and managing the company's investments in the best possible way. The wheel is given below for reference. (Leahy 2008, p.9). All the above strategies will have an influence on TESCO. But if the above policies are implemented effectively, then the influence will have a very good positive influence on the company. The lines at the centre of the wheel say that "No one tries harder for customers" and "Treat people like how we like to be treated" are examples of the company's philosophy towards customer relations and satisfaction. Human relations management in TESCO: Human relations management is essential for the success of an organisation because it is fundamental in good employee relations. The concept of human relations management became prominent only much later than Tesco started operations. "A new way of thinking gained impetus during the 1930s and 1940s broadly labelled as the human relations management." (Kohn and O'Connell 2005, p.6). TESCO operates in an environment where customer relations are extremely important. Good customer relations need motivated and happy staff. The company takes great effort in trying to keep its personnel motivated and happy. The company operates in thirteen countries stretching across Europe, Asia and the USA. In such a scenario the diversity of the workforce will also be high with employees from each of these thirteen countries working for the company. The company says that it pays its people, especially those at lower levels higher than what is found in supermarkets. People often say that supermarket chains may their lower level staff very poorly and also that they are made to work for long hours. "We believe that investing in our people is the right way to live our values and it brings sound business benefits." (Our People: Our Position. 2008). The website further states that they also provide adequate benefits other than basic pay. A lot of support and regular training are also given to the staff at all levels. Another strong point according to the company is the room for growth and promotion for qualified personnel within the organisation. The company states that one board member started his career in the company as a grocery assistant. The company policy is that if the employees feel that they are being valued by the company they will give their best efforts in performing their jobs. For this purpose they have formulated a four point action plan that will ensure adequate value of the employee. The first is that all employees at whatever level, each and every employee irrespective of gender, nationality, and race will be treated with respect. This will raise the way people feel about themselves and will reflect in a more satisfied and motivated workforce. The factor is that employees have a chance to move forward and get promoted to higher levels within the company. The above mentioned example is proof of this fact. The next thing is that all managers are expected to assist their subordinates in whatever way they can. In short the worker should rightly expect that help will be forthcoming from all his superiors. Many jobs, especially at the lower levels in an organization like TESCO will be repetitive and boring. The company says that it tries to make all the jobs more interesting so that there will be more job satisfaction for the employees. The management structure at the company is kept simple and quite deregulated. There is high level of delegation of responsibility. It is often said in management circles that responsibility is something that motivates employees to perform better and will contribute towards higher job satisfaction. Trust is given high focus and its workers are treated in such a way that reflects the management's trust in them to perform efficiently and honestly. The company promotes out of the box thinking and does not penalise its workers for making mistakes. The only factor is that they should be able to learn from their mistakes. Communication levels are very high both from top to bottom and bottom to top. Employees are encouraged to ask questions, air grievances and also provide opinions and suggestion. Marketing strategy: The main strategy that is followed is expansion into new territories. The company says that sixty percent of its total revenues are from its overseas stores. Another strategy is to provide a wide variety of goods and services to its customers. The products that the TESCO sells include groceries, clothes, electronic and electrical goods, computers and laptops, petrol, mobile phone service and insurance. There are four factors that affect the marketing strategy of the company. They are growth in sales, maximising profit and managing the company's investments in the best possible way. Expansion of stores is the way in which it will achieve growth in sales. Managing its operations efficiently will help along with other methods to increase profitability. The company has made heavy investments in its stores and aims to manage its store and other investments in the best possible way. The company also a wide variety of store formats. Technology: The level of technology used will also influence the running of a business. TESCO is a large company need efficient use of logistics for its smooth functioning. "Advanced in-store queuing systems had improved shopping for 26 million of its customers by reducing checkout lines, Tesco said. The supermarket chain is using heat-sensing technology to monitor lines at tills." (King 2008). The company uses performance management software to increase its IT system efficiency. The company has adopted a technology policy called Step Change to manage its IT and other technologies used for its operations. Tesco has a 3000 strong (workforce) IT infrastructure centre in India to manage its huge software needs. The company also uses high technology for its energy-saving and emission reducing initiatives. Organisational culture: Organisational culture according to Schein can be defined as "the pattern of shared basic assumptions - intended, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration - that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems." (Scott 2003, p.64). The culture of work and performance within an organisation will influence the way it performs in the market place. Before 1987, the work culture and performance level (at the managerial level) in Tesco were very much below what was seen in other types of businesses. This was found out by a study done by a company called Verax and covered the following areas namely "managers' attitudes; managers' management skills; retail-specific skills, including customer service; the rewards system used (e.g. praise and recognition or pay/bonus); and the store culture." (Feature: Diagnosing The Effects of Change Tesco. 2000). A system for measurement was included into a newly implemented program. It was called Store Management Development Programme and had two levels Management Development Programme (MDP) and Senior Management Development Programme (SMDP). This also included the development of a proper culture in the organisation. The long term effect was that 60% of managers could perform better than the industry average. With continuous monitoring and training Tesco could bring in more value into the work culture. Now Tesco has a customer relations based work culture that is practiced by its work force. External Factors: External influences that affect an organisation are those which cannot be controlled by it. In this context, the external factors can be classified according to the PESTLE analysis. "Originally designed as a business environmental scan, the PEST or PESTLE analysis is an analysis of the external macro environment (big picture) in which a business operates. These are often factors which are beyond the control or influence of a business, however are important to be aware of when doing product development, business or strategy planning." (The Pest or Pestle Analysis. 2008). "PESTLE stands for political, economic, social, technological, legislative/legal, eco-environmental." (Pergamom Flexible Learning., et al 2005, p.105). Political factors: Since Tesco operates in a variety of political environments, each has to be reviewed one by one. The head office of Tesco is of course the UK. The UK has a stable political system that is centuries old. Even though still referred to as monarchy, it is more of a functional democracy with elections and multi-party political system. The USA is a democratic setup and also has a multi-party political system. Both countries have a primarily two party system. The political factors in both countries are stable and promote the growth of private enterprise. Most of the European markets are situated in Eastern part and the markets are Czech Republic, Poland, Hungary and Slovakia and Turkey. The political factors in each of these countries are not as stable as those found in UK or USA. Turkey is one of the most unstable among these. Tesco does not have a presence in the more advanced economies of Western Europe. Poland was a communist country till very recently. Asia is the largest market outside of the UK. It has presence in Malaysia, Thailand, South Korea, China, and Japan. Of these Japan is highly competitive, but politically quite stable. Malaysia and South Korea also share many features with Japan. The most political problems are from Thailand where there is opposition from local businesses. There were moves to restrict the presence and growth of multi-nationals in the country. So, politically Thailand will be the market where Tesco faces the biggest problems. China is a strong communist country, but now aggressively promotes private enterprise. Economic: The UK and USA are both rich counties even though faced with a recession at present. The East European markets are much poorer in comparison. But lower prices offered by Tesco may be welcomed by the local population there. In Asia, Thailand will be the poorest among the Asian countries. All other areas have quite rich economies even though South Korea had a major financial problem in the last decade. The country had to be bailed out with the help of other countries. But Tesco does good business in that country. The most competitive market is Japan. China is growing very strongly and its economy is considered to be one of the richest in the world. Social factors: The social structure in USA and UK are quite similar where shopping in supermarkets has existed for a long time. But for the Asian countries, the concept is relatively new. The social factors in its European markets have also things in common among them. The four common Asian markets also share a lot of social factors among them since they are quite closely situated. Of these Turkey and Malaysia are both Muslim countries. Hence their religious laws have to be taken into consideration by Tesco. Technical factors: Technically Japan, US, UK and Malaysia have similar facilities. South Korea is also strong in this regard. Thailand may be the least technically advanced of the markets. This is also the case with the East European markets. China has technical capability, but is mainly limited to its cities. But Tesco operates in such markets only. But it can said that the level of technology needed by the company in all these markets are available and hence not much problem in this area will come up. Legal factors: All the countries that Tesco operates in have their own legal systems. One way to assess the legal situation is to look at the corruption levels in these countries. The levels of corruption according to Transparency International are given below. The index is given in brackets with higher scores indicating lower levels of corruption. The USA (7.3) and UK (7.7) have similar levels. Hungary (5.1), Poland (4.6), Slovakia (5.0) and Czech Republic (5.2) and Turkey (4.6) all show similar levels. The Asian figures are China (3.6), Japan (7.3), Malaysia (5.1), (3.5), South Korea (5.6) and Thailand (3.5). Of this only Japan is similar to low corruption levels found in UK and USA. The legal environment is quite poor if the corruption levels are below 5 and Tesco might find this uncomfortable. Environmental factors: The need for protection of the environment is growing all over the world. The laws are stronger in the advanced economies rather than for the other countries. So Tesco will have to be more careful in the US, UK, Japanese and Malaysian markets. Tesco is already adopting many environment friendly policies like solar power and wind power. This will be discussed in more detail in the next section. Anyway the environment factor will only grow in the future and the company need to be more focused on this aspect on all its markets. Globalization: The concept of globalisation has really caught on the one hears the word more often especially in business and political fields. There are many arguments and counter arguments about the benefits and pitfalls of globalization. This term can be defined as "Worldwide economic integration of many formerly separate national economies into one global economy, mainly through free trade and free movement of capital as by multinational companies, but also by easy or uncontrolled migration." (Glossary: Globalization). The definition states that the increased international business through free trade and migration are the main components of globalisation. It also states that free movement of capital is also necessary for globalisation to take place. This section of the paper will discuss how globalisation has affected or influenced policies decision making process Tesco. The international expansion that is seen in Tesco's case is an instance of globalisation on the part of the company. It would be interesting see why Tesco took so long to move overseas. It has been mentioned earlier that the first overseas foray was in 1995. The company was expanding rapidly in the country and the question is why it had to wait so long to turn into a multinational. The reason according to an article titled "Welcome to Tesco, Your Glocal Superstore" is that Tesco (and other giant retailers) had enough scope to expand within the country itself. The article answers the question that it asks. "Why are retailers moving overseas now Mostly because domestic growth is limited." (Griffith 2008). The traditional mom and pop stores that littered the landscape now gave way to a shopping experience in supermarkets and hyper markets and it was accepted wholeheartedly by customers. The main reason was the convenience that it provided. They could shop for practically all their monthly needs under one roof. But the concept caught on and many companies began to copy the pattern. It was only when the situation in the UK got too crowded that Tesco started of thinking its overseas operations across borders. The trend can be summarised in the following chart. (Griffith 2008). Globalisation theory: The concept of globalisation involves the movement across borders (of trade, manpower etc). In that sense, this concept is nothing new and has been in vogue since the end of the ice age. The migration of the people who moved across the Beringia, the small strip of land that once connected the American continent (in Alaska) and the Asian land mass can be referred to as globalisation. A more modern example would be the colonisation of the United Kingdom of the Americas and many parts of Asia and Africa. But those were essentially conquests or mass migration of people in search of livelihood. The modern concept of globalisation has more to do with expansion of trade and movement of capital across borders. This essentially came about when countries began to remove trade and import restrictions and opened up its markets to international players. China and India both began to increase free trade policies during the later part of the twentieth century. One of the most influential theorists with regard to modern globalisation is Roland Robertson, a professor who chairs the Sociology and Global Society section at the University of Aberdeen in Scotland. "Globalization is both a process and a theory. Roland Robertson, with whom globalization theory is most closely associated, views globalization as an accelerated compression of the contemporary world and the intensification of consciousness of the world as a singular entity." (Globalization of Education-Globalization Theory, The Role of Education: Globalization Theory. 2008). This concept was initially thought of by Marshall McLuhan as early as the 1960s when he expounded the idea of a global village. But his was more with regard to western concept of modernisation (or industrialisation) of societies. The world became more globalised when more and more countries became modernised sharing the technology and mode of living accepted in the west. The present concept of globalisation began during the early 1980s. Globalisation of Tesco: The first step towards globalisation of the company began in 1995 when the company made its international foray into Hungary. The company had presence in Northern Ireland, but this cannot be considered as international expansion since it is in effect a part of the United Kingdom. Tesco was not very successful in its efforts towards international expansion especially in some market like Thailand. In fact the company had to close down its foray into France because it could not beat the competition form French supermarkets like Carrefour. This was why the foray into Hungary was done with much more care. The Hungarian Government had asked Tesco to buy out the sinking local supermarket chain called Global. Tesco did a survey of the Hungarian market and was satisfied that the public, which did not have supermarket shopping experience, will accept such a move. The company also changed its strategy towards localisation of stores and the effect was immediate. Even within the UK the company has different store format depending on the size of the store. In the United States all its stores and operated under the name of Fresh and Easy The man behind this change is considered to be its present CEO, Terry Leahy who came began his career as a marketing executive in Tesco nearly 28 years age. This is also an example of the career prospects in the company, mentioned in the 1st part of this paper. The basic concept and formula behind its stores, supermarkets and hypermarkets remained the same. Only the element of customisation according to local flavours was brought in, and which contributed hugely to the company's success in foreign markets. The advantages that multinationals and other large organisations have are the high level of standardisation they can adopt across all their markets. This standardisation can give such organisations massive economies of scale. The article discussed in the earlier section titled "Welcome to Tesco Your Glocal Superstore" says that food retiling of everyday items is a different matter when it comes to globalisation. They have to adapt some element of localness into the shopping atmosphere. The author of the paper says that people are willing to be an American for 15 minutes when they buy a burgher at a McDonald's international outlet. But retailing for day to day purchasing is different and organisations need to adapt to local condition, food habits, and tastes in order to succeed. This is what Tesco has been successful since it has been able to bring this element into its stores in many of the markets. Some examples of this localisation is given by the author. When the latest Harry Potter book was displayed prominently in UK stores, Tesco outlets in Eastern Europe focused on swimsuits since the people were planning their summer season. Another instance is that all Tesco store managers in international markets are asked to promote products and goods according to the local holidays and celebrations. Korea has something called the Alphabet day. Tesco outlets in the country will focus on literary themes during that period. Tesco also had the foresight to ask customers what they were looking for in a supermarket. The response almost universally was lower cost of products, good customer service from the staff, a wide variety of products to choose from and more of the non-food items along with the usually grocery stuff. Another globalisation strategy is to operate in geographically close international markets rather than to spread out too thinly. This is why its European markets are situated in nearby locations making it more proximate to each other. In this way sharing of resources is also easier. The Asian market was also similar with the company concentrating on East Asia. Tesco also learned valuable lessons from the failure of another British retail icon, Marks & Spencer. Its foray into France was with a strategy to sell British goods and product mix. This just did not work in that country and Marks & Spencer had to withdraw from the market. This can be seen from the fact that Tesco uses local products to the extent of 60% in Slovakia and nearly 90% in Poland. Tesco usually ties up with reputed local producers and manufacturers for this purpose. South Korea is another example where Tesco has succeeded by standardisation and localisation. The company did not venture into the market on its own, but tied up with the local retailer called Samsung. This tie up enabled the company to have strong understanding of the Korean market and in turn localise its products to suit the tastes of the Korean market. "The joint venture helped Tesco acquire in-depth knowledge of the market and also helped it acquire the best store locations. Tesco began operating in the country under the well established 'Home Plus' banner." (Tesco's Globalization Strategies and its Success in South Korea: Abstract. 2006). Pitfalls of globalisation: There are two major pitfalls or disadvantages that many companies face when they are expanding globally. One is the fierce resistance from local players. Even otherwise large supermarkets have been accused of forcing many smaller stand alone shops to go out of business. This is happening in the case of Tesco also. In Thailand there is huge resentment about the way Tesco and other international retailers have destroyed local stores. There also have been moves to force the government to restrict the floor size of new expansions in the case of multinational supermarkets. Another problem is the large carbon footprint that is inevitable with growth. Tesco has had problems especially in UK about waste disposal and plastic use. The company has taken steps to avoid plastic and also find ways to recycle most of the waste especially the packing cases. Use of solar power and wind power are other methods by which company aims to bring down its carbon footprint. Managing in a global environment (How Tesco responds to challenges): A review of the interview in the McKinsey Quarterly with Terry Leahy, Tesco's CEO is relevant here. The topic of the interview was the company's globalisation plans and strategy. According to the CEO, the most important elements are availability of funds and the backing of the shareholders. Tesco had both in its expansion strategies. The next thing is extensive research and through it the correct picture that exists in the markets. What the company does after this is available is to see whether Tesco has the capability to be effective in such conditions. The next thing that differentiates between success and failure is the customer services and the way the organisation treats its employees. This is mainly because retailing is a very transparent business and it can be copied if one has the resources. The CEO again stresses the importance in localising especially of the food items. The next thing is that for retailing to turn profitable will take a number of years. This is especially the case in foreign markets. The next challenge is the cultural and social diversity that exists in a global environment. Tesco only operates a small number of UK managers (who are efficient and good with people) and relies on local talent especially from store managers downwards. This will help reduction of costs and also help to connect with the local customers. Another strategy is to find a good local partner in the market to leverage knowledge about local tastes and customs. Perfecting the logistics is also very important. It is no use spending huge money on warehouses and infrastructure. What should be done is to make existing operations more effective rather than have unutilised and underutilised infrastructure. The next thing is the product mix whereby 40 to 45% of the goods sold belong to the non-food segment. Loyalty cards are also important in the sense that it gives valuable information and opinions of the customers in each market. (Reid and Child 2002). Conclusion: Globalisation is a difficult and challenging task for any organization. It can be said that Tesco did face many challenges and failures during its expansion process. It is to the company's credit that it has learnt its lessons well and still continues to learn. It is adaptable and willing to experiment. The most successful strategy is the localisation of its products, which is something quite unique to the food retailing business. The company also takes into account local habits, festivals, and beliefs and incorporates them into the business. But at the same time Tesco has in place its efficient practices that it has developed and perfected over the years. It can be said that Tesco is on the right path of international growth. Bibliography Feature: Diagnosing The Effects of Change Tesco. (2000). [online]. Inside Knowledge: The Original Knowledge Management Publication. 4(3). Last accessed 03 December 2008 at: http://www.ikmagazine.com/xq/asp/sid.0/articleid.5C3C2F4C-8FEE-4C43-ABC2-3C658B5A9A58/eTitle.Diagnosing_the_effects_of_change/qx/display.htm Globalization of Education-Globalization Theory, The Role of Education: Globalization Theory. (2008). [online]. State University.com. 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