Tesco Marketing
1. Evaluate the strategy pursued by Tesco both before and after the review in 2012 and, in doing this, show how the company has redefined the markets in which it operates and patterns of marketing thinking across the retail sector.
From the beginning of Tesco’s operations, the company was following a price leadership strategy accompanied by low cost and pricing. Furthermore, as customers began to be more and more demanding, the company started doing new investments, especially on its physical stores. By this way, Tesco aimed on creating a better shopping experience to its customers either by improving the ambience of its stores, or by introducing new or diversifying its products. To continue with, Tesco also aimed on capturing all the UK market, by various store types. During the past Tesco made many expansions even abroad and most of the times, except the case in the USA, there were very successful. However, as time was passing, the company realized that it was very important to shorten the gap between its customers, and in order to accomplish this it introduced a very innovative loyalty program, the Clubcard, aiming to create a long-term relationship with them.
The company faced many difficulties after 2012. Despite all the efforts that the company did to stay close to its customers, people considered that the company was failing on this aspect. Tesco reacted by a new customer focused strategy, and introduced new human force in its stores, specialized in customer relationships and communication. Finally, Tesco’s strategies through out all of these years caused many changes in the way that supermarkets operate, especially regarding CRM programs and the way that companies now collect and process customer data.
2. The majority of CRM programs fail to deliver what is promised or expected when they are introduced. Why was the Tesco scheme been so successful when so many others have failed to meet expectations?
The difference that Tesco’s CRM had compared to other
From the beginning of Tesco’s operations, the company was following a price leadership strategy accompanied by low cost and pricing. Furthermore, as customers began to be more and more demanding, the company started doing new investments, especially on its physical stores. By this way, Tesco aimed on creating a better shopping experience to its customers either by improving the ambience of its stores, or by introducing new or diversifying its products. To continue with, Tesco also aimed on capturing all the UK market, by various store types. During the past Tesco made many expansions even abroad and most of the times, except the case in the USA, there were very successful. However, as time was passing, the company realized that it was very important to shorten the gap between its customers, and in order to accomplish this it introduced a very innovative loyalty program, the Clubcard, aiming to create a long-term relationship with them.
The company faced many difficulties after 2012. Despite all the efforts that the company did to stay close to its customers, people considered that the company was failing on this aspect. Tesco reacted by a new customer focused strategy, and introduced new human force in its stores, specialized in customer relationships and communication. Finally, Tesco’s strategies through out all of these years caused many changes in the way that supermarkets operate, especially regarding CRM programs and the way that companies now collect and process customer data.
2. The majority of CRM programs fail to deliver what is promised or expected when they are introduced. Why was the Tesco scheme been so successful when so many others have failed to meet expectations?
The difference that Tesco’s CRM had compared to other