Proposed Market Entry Strategy for Tesco - Indian Retail Food Market
Tesco Plc
Proposed Market Entry Strategy - Indian Retail Food Market
Background
Britain’s retail market for food is highly competitive and extremely sophisticated. During the past three decades the market has increasingly become to be dominated by the big four of Sainsbury, Asda, Tesco and Morrison’s at the expense of the independent sector and smaller specialist grocers, butchers or bakers.
The major chains have led the market into out of town retail complexes and into bigger and bigger stores with wider and wider product ranges. From essentially food retailers the big four have become retailers of white goods, brown goods, home furnishing, IT Equipment and much more. Home delivery is commonly available as is online shopping, insurance services and clothing ranges.
Having done a great deal to damage the High Street by such tactics the major chains subsequently diversified into convenience stores in town centres, at railway stations and petrol stations further squeezing the small independent operator and expanding their share of the market.
Today a clear market leader has emerged in the shape of Tesco Plc which has built a commanding position in the UK. Already nearly twice the size of its nearest rival it accounts for nearly £1 in every £7 spent by British shoppers. One consequence of this sustained growth is that Tesco is increasingly encountering barriers to further expansion within its home market.
As the UK’s leading food retailer Tesco Plc has for some time been developing strategies to address retailing opportunities consistent with its core competencies and business focus beyond the boundaries of the UK.
These strategies have led the establishment of Tesco Stores in 12 countries outside the UK including China, Japan, Hungary, Poland, South Korea and Thailand. This strategy has seen Tesco built the business into the number three supermarket globally.
In 2007, Tesco opened its first stores in the United States of America in an ambitious
Proposed Market Entry Strategy - Indian Retail Food Market
Background
Britain’s retail market for food is highly competitive and extremely sophisticated. During the past three decades the market has increasingly become to be dominated by the big four of Sainsbury, Asda, Tesco and Morrison’s at the expense of the independent sector and smaller specialist grocers, butchers or bakers.
The major chains have led the market into out of town retail complexes and into bigger and bigger stores with wider and wider product ranges. From essentially food retailers the big four have become retailers of white goods, brown goods, home furnishing, IT Equipment and much more. Home delivery is commonly available as is online shopping, insurance services and clothing ranges.
Having done a great deal to damage the High Street by such tactics the major chains subsequently diversified into convenience stores in town centres, at railway stations and petrol stations further squeezing the small independent operator and expanding their share of the market.
Today a clear market leader has emerged in the shape of Tesco Plc which has built a commanding position in the UK. Already nearly twice the size of its nearest rival it accounts for nearly £1 in every £7 spent by British shoppers. One consequence of this sustained growth is that Tesco is increasingly encountering barriers to further expansion within its home market.
As the UK’s leading food retailer Tesco Plc has for some time been developing strategies to address retailing opportunities consistent with its core competencies and business focus beyond the boundaries of the UK.
These strategies have led the establishment of Tesco Stores in 12 countries outside the UK including China, Japan, Hungary, Poland, South Korea and Thailand. This strategy has seen Tesco built the business into the number three supermarket globally.
In 2007, Tesco opened its first stores in the United States of America in an ambitious