IMD-3-1956 © 2008
Manzoni, Jean-François ; Barsoux, Jean-Louis
By the end of 2005, Tesco had actually accomplished such a hold over UK selling that the giant was looking to some like a beast. These 2 significant hazards to Tesco's supremacy came on top of other obstacles such as the loss of a couple of increasing stars to rivals and the risks of losing its competitive edge, its client focus or its pursuit of development in a context where it was so absolutely dominant.
Case B reveals that Tesco did not content itself with reducing the effects of the emerging difficulties; it utilized them to turn itself into an even more robust company-- to release a prospective "transformational" attack into the United States, to drive development and to restore its dedication to listening to consumers. In specific, Case B can create an abundant conversation on how Tesco-- which, up until 2005, had actually lagged behind its competitors on concerns of Corporate Social Responsibility-- utilized the risk of the Tescopoly Alliance, not simply to capture up with its competitors, however to leapfrog them.
Tesco Delivering The Goods (B) case study solution
Subjects: Leading change; Retailing; Alignment; Facing reality; Corporate threats; Pressure groups; Campaigners; Community and environmental responsibility; Innovation; Customer focus; Complacency.
Settings: UK-based and entering the US market; Retailing; 325,000 employees; 2006-2007
Related Case Solutions & Analyses:
SUN Brewing (A)
BBC Pvt. Ltd. and Working Capital Challenges
Rightnow Technologies
Jefferson County (D): February of 2008
An Innovative Approach to Funding CSR Projects
Blue Heron Capital Partners, LLC
Tiger Airways: Buyout Offer from Singapore International Airlines
Accounting for the iPhone Upgrade Program (B)
Jumbo Group: Initial Public Offering
Deutsche Bank: Structured Retail Products
