Global Strategy of Tesco
Contents:
1. Introduction 2
2. School of Strategies overview 2
2.1. The Planning School 3
2.1.1. Definition 3 2.1.2. Discussion 3 2.1.3. Limitation 4
2.2. The Culture school 4
2.2.1. Definition 4
2.2.2. Discussion 4
2.2.3. Limitation 4
2.3. The Positioning School 5
2.3.1. Definition 5
2.3.2. Discussion 5
2.3.3. Limitation 5
3. Whittington - school of strategies 6
4. Global Retail Strategic Decision 7
4.1. Tesco Strategy overview 7
4.2. Porter 's Five Force 8
4.2.1. Discussion 8
4.2.2. Challenges 9
4.3. Porter Diamond strategy 9
4.3.1. Discussion 9
4.3.2. Challenges 9
4.4. Porter 's Generic Strategies 10
4.4.1. Discussion 10
4.4.2. Challenges 10
4.5. Product Life Cycle (PLC) 11
4.5.1. Discussion 11
4.5.2. Challenges 11
5. Conclusion 12
References 13
Bibliography 14
1. Introduction
Strategies are one of the most important fundamental of an organisation in order to achieving their goal and objectives. According to Mintzberg H Quin B (1997, p39) "Strategy is the pattern plan that integrates an organisational goal, policies and action sequences as a whole." Therefore, managers or the top level of an organisation need to be very careful when selecting the strategy for them to implement in the market, to survive and to win their competitors.
In this assignment, the school of strategies which include planning school, culture school and positioning school of Minztberg will be analysed to show these strategies were put into action to help organisation be more participating in the global market. This assignment also illustrates some international theories which are Porter 's diamond, five forces, generic strategies and product life cycle of an organisation by analysing Tesco Plc case.
2. School of Strategies overview
It is undeniable that strategic development is the key factor for the survival and success of every business. Obviously, each organisation should have suitable strategies and adapt it to the circumstances that
1. Introduction 2
2. School of Strategies overview 2
2.1. The Planning School 3
2.1.1. Definition 3 2.1.2. Discussion 3 2.1.3. Limitation 4
2.2. The Culture school 4
2.2.1. Definition 4
2.2.2. Discussion 4
2.2.3. Limitation 4
2.3. The Positioning School 5
2.3.1. Definition 5
2.3.2. Discussion 5
2.3.3. Limitation 5
3. Whittington - school of strategies 6
4. Global Retail Strategic Decision 7
4.1. Tesco Strategy overview 7
4.2. Porter 's Five Force 8
4.2.1. Discussion 8
4.2.2. Challenges 9
4.3. Porter Diamond strategy 9
4.3.1. Discussion 9
4.3.2. Challenges 9
4.4. Porter 's Generic Strategies 10
4.4.1. Discussion 10
4.4.2. Challenges 10
4.5. Product Life Cycle (PLC) 11
4.5.1. Discussion 11
4.5.2. Challenges 11
5. Conclusion 12
References 13
Bibliography 14
1. Introduction
Strategies are one of the most important fundamental of an organisation in order to achieving their goal and objectives. According to Mintzberg H Quin B (1997, p39) "Strategy is the pattern plan that integrates an organisational goal, policies and action sequences as a whole." Therefore, managers or the top level of an organisation need to be very careful when selecting the strategy for them to implement in the market, to survive and to win their competitors.
In this assignment, the school of strategies which include planning school, culture school and positioning school of Minztberg will be analysed to show these strategies were put into action to help organisation be more participating in the global market. This assignment also illustrates some international theories which are Porter 's diamond, five forces, generic strategies and product life cycle of an organisation by analysing Tesco Plc case.
2. School of Strategies overview
It is undeniable that strategic development is the key factor for the survival and success of every business. Obviously, each organisation should have suitable strategies and adapt it to the circumstances that
References: 2. Daniels J., Radebough L.H., Sullivan D. (2007), International Business: Environments And Operations, 11th edition, Pearson/Prentice Hall, New Jersey, Pg 8. Poter E M (1985) Competitive Advantage, The Free Press, New York 9 11. Stacey, R D (2007), Strategic Management and Organizational Dynamics, Prentice Hall Financial Times, 5th Edition, p23 12. Stewat Clegg, Matin Kornberger, Tyrone Pitsis, (2005), Managing and Organizations: An Introduction to Theory and Practice, Published by SAGE 13. Susanne Royer (2005), Strategic Management and Online Selling: Creating Competitive Advantage with Intangible Web Goods, Published by Routledge 14. Whittington, R (2003), What is strategy - and does it matter, Thomson, 2nd edition, plO 1. Dyson G R, O 'Bien A F(1998), Strategic Development, West Sussex, John Wiley & Son 2. Ellis J and Williams D (1995), International Business Strategy, Pitman: UK 3 5. Mintzberg H, Quinn J and Ghostal S (2004), The Strategy Process (European Edition), 4th Edn, Prentice Hall: UK 6. Poter EM (1990) The Competitive Advantage ofNaions, Free Press, New-York 7 8. Rugman A and Hodgetts R (2006), International Business: A Strategic Management Approach, 7th Edn, McGraw-Hill: UK 9. Wit D B & Martin F (2005), Strategy Process, Content, Context An international Perspectives, 3rd Edition, London, Thomson