Tesco Case Essay

3959 Words Jun 1st, 2014 16 Pages
Wrigley, Neil; Lowe, Michelle and Cudworth, Katherine

The Internationalisation of Tesco - new frontiers, new problems

Wrigley, Neil; Lowe, Michelle and Cudworth, Katherine, (2014) "The Internationalisation of Tesco - new frontiers, new problems", Johnson, Gerry; Whittington, Richard; Scholes, Kevan; Angwin, Duncan and Regner, Patrick, Exploring Strategy: Text and cases, 657-661, Longman Scientific & Technical © Staff and students of the University of Worcester are reminded that copyright subsists in this extract and the work from which it was taken. This Digital Copy has been made under the terms of a CLA licence which allows you to: * access and download a copy; * print out a copy; Please note that this material is for use ONLY by
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Moreover, as signalled in the title of its 2009 Annual Report (Value Travels) and the prominence given in that report to its international profile, the firm publicly expressed its confidence that it had mastered the art of international expansion, so long a weakness of UK retailing. Tesco had emerged as one of the world’s largest retailers, operating 3,255 stores and employing 216,480 staff outside the UK by 2011–12. However, the end of the first decade of the twenty-first century marked something of a high-water mark for Tesco’s international expansion strategy. The global economic crisis of 2007–9 significantly changed conditions



● across Tesco’s international markets, placing important constraints on the firm’s expansion plans at the very moment its market leadership in the UK came under the most intense pressure. International expansion – Phase 1. From the UK to the emerging markets of Central Europe and Asia In the early 1990s Tesco was the UK’s second-largest food retailer, lagging behind the market leader Sainsbury’s in terms of sales, turnover growth and profitability. Over the next decade its then CEO, Terry Leahty, managed a remarkable transformation,

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