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在20世界90年代初期，英国乐购公司面面者来自同行业零售经营者的的竞争压力，所以，乐购公司的业绩出现下滑。在那个时期，乐购公司并没有能够将自己与其他竞争者有所不同。在那之后，乐购公司在后来的首席执行官Ian Mac Laurin的领导之下，有了一个彻底的形象转变。并且收购了几家其他大零售公司，比如William Low；此时乐购达到了食品届的顶尖地位。后来Terry接管了公司首席执行官的位置，他的目的是把乐购变成一个价值驱动型的公司。

乐购在70年代早期就已经收购了很多同行业公司，但是它面临着怎样整合这些公司的问题，而且乐购的大多数商铺都窄小而且设备落后。公司仅仅关注了产品的价格，然而顾客认为商铺中陈列的商品只是达到了普通质量水平而已，随着消费者的收入水平增加，消费者开始追求昂贵奢侈的商品，为了应对这一市场变化，乐购关闭了部分店铺，集中精力开始对店铺进行设备升级，同时也对产品组合开始升级改造。乐购公司发起了价格战来应对来自其他竞争的挑战。

In early 90's Tesco faced a stiff competition from various other retailers in the industry and thus its revenues showed a downfall. At that point Tesco could not differentiate itself from the other competitors. Later under the leadership of then CEO Ian Mac Laurin it went through an image makeover, and acquired other retailing outlets like William Low; with which it reached just up to the sustenance mark. Later Terry took over as the CEO of the Company and aimed to make the company value driven

Tesco in early 70's had acquired a lot of other retailer companies but faced a problem of integrating them, more over Tesco stores were small and ill equipped. The company only focused on price where as the goods available at the stores were perceived to be of mediocre quality, but with rising income customers looked forward to expensive and luxury merchandise. Answering to this change Tesco closed some of its outlets to concentrate to give stores a better facility. It also started off the revamp of it's a product portfolio. It launched a price reduction campaigns so as to counter the threat from competitors. Also it centralized its distribution system and its own label for food products. Tesco developed its own brand labels targeted at different target sector. Tesco value for low income customers, Tesco brand for medium range products and Tesco finest for high end products. It also came up with special ranges like Tesco organics, Tesco whole foods and Tesco kids.

乐购的道路 The Tesco Way

Tesco doesn't want one leader. We want thousands of leaders who take initiative to execute the strategy.′ This is the statement made by Sir Terry Leahy, CEO of Tesco

Tesco came up with the concept of The Tesco Way′. They aimed at improving its competitive position in the market by becoming more customer focused and concentrated on differentiating itself from other retailers through the services it provided. Tesco had principles like Better for Customers, Simpler for Staff and Cheaper for Operations. To make this goal a reality, in the early 1990s, Tesco went through a process to clarify its mission, values, and strategy. Tesco communicated its new strategy to its employees via a steering wheel,′ a simple symbol and metaphor for a tool intended to drive performance and help employees navigate into the future. The Tesco steering wheel has four 90 degree arcs, representing the four BSC areas of focus: financial, customer, operations, and employee performance. With the 'community' arc added recently. Every store gets a monthly steering wheel update, a summary of its metrics within each of the four arcs, so that all employees in Tesco's multiple regions and formats get feedback on their performance. Tesco supplements its steering wheel report with 'shopping lists′ that capture key elements of the stra本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。