Tesco’s plan to become a carbon-free business by 2050
1.The grocery sector in United Kingdom is very competitive. Tesco is positioned as the best among the retail sector in UK the current days and this means that the target of the consistent competition from its major competitors like Asda, Sainsburry, Wal-Mart and Morrison’s will greatly increase.
Consumer intolerance for the out-of-town stores, town planning along with customer’s concern for the subsistence of the small shops also have the potential to affect the overall business of the Tesco, as these can endanger the expansion plans of Tesco.
Amazon is tending to be one of the biggest nightmares for Tesco to operate its business successfully. With proper business model, it is posing a notable threat to the Tesco, just like Lidl and Aldi have in the United Kingdom.
2.The senior leaders in Tesco are planning a long array of actions and setting goals in order to align with the organization’s vision to achieve its strategy of becoming a carbon free business by the year 2050 (Haslam et al. . It is identifying and exploiting the opportunities present for the new services and products. The senior leaders are attracting, developing and) retaining more talents by hiring more employees in the organization in order to ensure that the people with right skills and knowledge are paced at the right time. They are successfully creating an environment that is embracing changes within the organization.
The senior managers in Tesco are monitoring the overall operation of the organization in order to ensure that the firm is successfully implementing its carbon reduction plan through the combination of more energy- efficient equipments. They are taking steps to implement a renewable energy generation and are guiding the employees to switch from the emissions from intensive refrigeration to low emission or natural refrigeration system. They are effectively playing an active role in the effort of the organization. They are putting efforts in building good relationship with their suppliers so that they could provide their customers with wide ranges of products and that too from the world’s best sources.
3.Rather than using the autocratic management style, Tesco must use more democratic style of management. This is because, at present date, Tesco is thinking about expanding its business to Japan and China as well (Wood, Coe and Wrigley 2016). Though, there is no doubt about the fact that the authoritarian management style and the theory X approach are operating well for the company, still in order to diversity into these countries, Tesco must discard its use of autocratic management style. In China and Japan, they emphasis more on the TQM (Total Quality Management), which is also known as Kaizen and with the time, it has become a norm for the workers there (Shang and Sui Pheng 2013). This philosophy stresses more on the commitment to customer satisfaction as well as continuous improvement. Hence, Tesco must use democratic style of management, in which the suggestions and the wishes of the members are incorporated into those of the leader.
Efforts of senior leaders in attracting and retaining talented employees
4.The Human Resource department in Tesco helps it in the following ways:
It helps the company to hire more skilled and knowledgeable employees to the workforce and to train them, as manpower planning falls under one of the major responsibilities of the HRM department in any organization (Brannen, Moore and Mughan 2013).
The human resource department is helping in building culture within the organization of Tesco, as performance of the employees largely depends on the atmosphere of the workplace and the culture that prevails there. (Maitland and Thomson 2014) Tesco HRM is continuously making efforts in creating a good, conducive, clean and safe working environment for the employees so that the level of job satisfaction among the employees always remains at the top.
There are times when there is a creation of conflicts among the employee and the employer, as at some points, they differ in their perceptions and decisions. The HRM of the organization plays a very important role in resolving the same and most of the time; they resolve them at their first stage.
5.The main vision of Tesco is to gain more number of customers along with excellent service as well as to provide efficient service to all the general public as compared to the other companies (Zhao 2014). The marketing strategy of Tesco goes hand in hand with its mission and vision and there it keeps on changing it marketing strategies in accordance to the change in situation and the external environment. However, Tesco could use its marketing strategy in the following ways in order to support its vision:
- It could capitalize on the strategy that is utilized by the Wal-Mart. By using differentiation strategy, Tesco could differentiate its stores while offering a wide array of businesses under a single roof. It will also help Tesco by providing additional foot traffic to its core retailing operations and with the same, will increase market share and the revenues. If this is successfully implemented, then will save the market dominance of Tesco for the coming years as well.
- Tesco should also implement hybrid strategy for marketing, while always having the customers at its core. This should also focus on both differentiation and cost. This will allow the organization to offer its services and products at more reasonable prices than its competitors. This in turn will bring Tesco more customers.
6.The organizational culture is important in helping Tesco to achieve its vision of helping trust and loyalty in its customers because:
- It is to be noted that happy culture is likely to produce happy customers (Gountas, Gountas and Mavondo 2014). The business that finds way to keep their employees happy and takes initiatives to maximize their level of job satisfaction provides good services to their customers. This is because it is ultimately the employees, upon whom the productivity of a business depends. Happy employees will also be true to their job role and will effectively work in order to give good services and good services are always directly proportional to loyal and trusty customers.
- It is to be mentioned that the employees who feel motivated and empowered take the charge themselves and solve the problems (Vadera, Pratt and Mishra 2013). The organization that builds up a culture where the employees will feel trusted to make their decisions will reap the benefits and by rewarding them for this conduct, the company will create a positive cycle which will result in better customer experience and this in turn will help in developing trust and loyalty among the customers.
7.Tesco should first plan the campaign and the way it want to track it. Once it is done with the planning, it must then decide the methods it will be using to track the effectiveness of the marketing campaign. Following are two of the few tools that Tesco could use to assess the effectiveness of its marketing campaign:
- Google Analytics- It will make the data available to all the interested parties in the company who wants to elucidate the data. Tesco could buy a dedicated premium version of the same (Davenport and Harris 2017). This tool contains advanced segments and various comparison tools within itself. Also, it has a feature of real time reporting.
- RapidMiner- It is one of the easiest to use. It helps in connecting the crucial data with the key analytics and the business processes (Verma, Renu and Gaur 2014). It has a great graphic interface and can do predictive modeling. The tools also produce accurate data.
References:
Brannen, M.Y., Moore, F. and Mughan, T., 2013, September. Strategic ethnography and reinvigorating Tesco Plc: Leveraging inside/out bicultural bridging in multicultural teams. In Ethnographic Praxis in Industry Conference Proceedings(Vol. 2013, No. 1, pp. 282-299).
Davenport, T. and Harris, J., 2017. Competing on Analytics: Updated, with a New Introduction: The New Science of Winning. Harvard Business Press.
Gountas, S., Gountas, J. and Mavondo, F.T., 2014. Exploring the associations between standards for service delivery (organisational culture), co-worker support, self-efficacy, job satisfaction and customer orientation in the real estate industry. Australian Journal of Management, 39(1), pp.107-126.
Haslam, C., Butlin, J., Andersson, T., Malamatenios, J. and Lehman, G., 2014, September. Accounting for carbon and reframing disclosure: A business model approach. In Accounting Forum (Vol. 38, No. 3, pp. 200-211). Elsevier.
Maitland, A. and Thomson, P., 2014. Future Work (Expanded and Updated): Changing organizational culture for the new world of work. Springer.
Shang, G. and Sui Pheng, L., 2013. Understanding the application of Kaizen methods in construction firms in China. Journal of Technology Management in China, 8(1), pp.18-33.
Vadera, A.K., Pratt, M.G. and Mishra, P., 2013. Constructive deviance in organizations: Integrating and moving forward. Journal of Management, 39(5), pp.1221-1276.
Verma, T., Renu, R. and Gaur, D., 2014. Tokenization and filtering process in RapidMiner. International Journal of Applied Information Systems, 7(2), pp.16-18.
Zhao, S., 2014. Analyzing and evaluating critically Tesco’s current operations management. Journal of Management and Sustainability, 4(4), p.184.
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