TESCO(乐购市场营销战略)英文
2013年市场营销TESCO乐购实习报告
摘要乐购是全球三大零售企业之一——英国TESCO集团在中国运营的大卖场的名称。
自2004年进入中国市场以来，截止2013年2月初，TESCO在中国已拥有115家乐购大卖场、1家乐购天地超级大卖场、8家乐都汇购物中心以及14家试验阶段的便捷店，会员总数超过七百万。
本文第一部分介绍了乐购超市的概况，第二部分对乐购超市的营销环境进行了分析，尤其是针对我所在的乐购浑南店进行了具体的分析。
第三部分针对在实习过程中发现的一些实际问题进行了分析并提出了相应的解决策略，希望本文能够对于乐购超市有一定的参考意义。
关键词：乐购；营销环境；分析；问题；建议目录引言 (1)1 企业简介 (2)1.1 企业简介 (2)1.2 企业文化 (3)1.2.1 乐购的企业文化 (3)1.2.2 乐购的经营模式 (3)2 营销环境分析 (4)2.1 乐购超市的优势 (4)2.2 乐购超市的劣势 (4)2.3 乐购超市的机会 (5)2.4 乐购超市的竞争 (5)3 企业营销策略（活动）现状及存在问题分析 (6)3.1 人员培训不足及流失 (6)3.2 采购进货不合理 (6)3.3 顾客对促销商品存在的误解 (7)4 建议和对策 (8)4.1 针对人员问题的解决对策 (8)4.2 针对采购问题的解决策略 (8)4.3 针对促销误解的解决对策 (10)结论 (11)附录 (12)引言在本次的暑期实习当中，我在乐购超市浑南店的杂货部粮油课参与了实习工作。
作为粮油科理货员，我在这次的实习过程中参与了粮油课日常的货物转运清理、协助员工完成库存盘点、帮助促销员补齐柜台缺货、辅助销售等工作。
在实习过程中我对乐购的采购销售及库存管理等都有了亲身的经历和了解。
本报告主要总结了我在乐购实习过程中所获得知识和经验，并在实际工作中了解了乐购经营的现状，同时也发现了乐购超市在实际经营中的一些不足。
针对其中的不足提出了几点自己的建议及意见，希望通过本次报告能够对乐购超市有参考价值。
TESCO
渠道
会员卡服务
网上商店 One-in-front
生活杂志
来自商场经 理的电话
iPhone应用
代客泊车
网上银行
手机网站TESCO Nhomakorabea 内容1
2 3
TESCO简介
营销分析
问题探讨
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扩充阅读
TESCO的历史
乐购始创于1919年，最初的形式是Jack Cohen先生在市场里设立的一个小货摊 “乐购”作为一个店铺的品牌于1929年首次在伦敦艾奇韦尔（Edgware）大街亮 相 1997年，Terry Leahy爵士出任首席执行官后，向顾客提出了这样一个简单的问 题：“我们究竟做错了什么？”此后，我们开始更多地关注和致力于顾客认为重要 的事情。比如，我们推出了会员积分卡计划（Clubcard），并创建网站 （）提供网上家庭购物服务。
不同的门店形态
开发出了一系列门店模式以满足不同顾客的不同需要 乐购快捷店(Tesco Express)、 位于主商业街和市中心的乐购大都市店(Tesco Metro stores)、 乐购超市(Tesco Superstores) 乐购超级大卖场(Extra Hypermarkets)。
TESCO为客户提供价值的渠道
2010/2011集团销售总额达到676亿英镑，和去年同期相比，销售总额增长了 8.1% 2010/2011集团税前总利润达到38亿英镑，和去年同期相比增长了12.3% 5,000多家门店遍布全球14个国家 全球员工总数达470,000多人 每周为全球近5,000万名顾客提供优质服务 全球三大零售企业之一 财富杂志“2009年全球500强企业”排名第58位 财富杂志“最受尊敬的全球500家企业”排行第30位 财富杂志“全球最受尊敬的英国公司”专项排行第1位 财富杂志“全球最受尊敬的食品及医药店铺”专项排行第3位 在全球确立了“为顾客创造价值，从而赢得他们终身信任”的核心理念，以及 “我们比任何人更为顾客尽心尽力”和“设身处地，推己及人”对待顾客与员工的 价值观
swot analysis of tesco
Strengths:Tesco is leading retail market.Tesco has a great leadership in the market of the retailers, and they also are the largest retail group in the UK. The company uses variety of marketing strategies, such as cheaper prices; provide more products and promotion events, to increase its market share and profit. Tesco has 26% market share of the UK grocery market in December 2006. In other word, Tesco has 56.1% of all UK supermarket shoppers in 2007.Moreover, this international retail company has stores in the US, Asia, and Europe. They have 30 distribution centers, and six of distribution centers are used to non-food and clothing. The foreign stores’ majority is 65% of all of the company. (OneSource, 2011a) has strong performance. has the biggest online shopping services of grocery in the world. Its turnover was £1,226 million in 2007, and it grew by 29.2%. They have 850,000 online regular customers who come from urban and rural areas in the UK, and they get more than 250,000 orders every week. also has good development in online shopping market because they also offer a digital download. Customers can access to almost 60,000 DVD titles and games. In 2006, online download grew by 33.4%. Moreover, Tesco has great benefit in the online shopping market because that has grown steadily. Its revenues are predicted to from £10.9 billion to £28 billion in 2006 to 2011. The online revenues as a percentage of total retail revenues are expected to increase from 4%in 2006 to 8.9% in 2011.Weaknesses·Product recalls destroying Tesco’s reputationThere are millions of products in Tesco, and most of the products come from different manufacturers worldwide. it is very easy involved in product recall events because of the shortage of quality control. However, consumer buys the products from Tesco directly. Every product recall events would damage Tesco’s reputation and trust seriously. From 2009 to 2011, there were several product recall events caused great economic loss and reputation damage. In September 2009, because the product Sippy Cup did not meet the quality and safety standards, Tesco recall all the Sippy Cup in every chain stores, and apologized in the public . Similarly, in February, 2010, the company recalled its Baby Boutique Sequin Dress due to safety measures. In January, 2011, due to the German Dioxin scare, Tesco recalled its own-brand sponge cakes from their Irish stores. (OneSource, 2011b)·High dependence on the UK marketAs an international Britain company, Tesco are highly relying on British market. There are more than 5380 Tesco chain stores in the world, but almost 2660 stores are located in the UK. Although the number of chain stores are growing fast in Asia market, there are still about 66.8% of total revenue comes from the UK, and only15.3% revenue comes from the rest of Europe, 17.9% revenue comes from Asia and North America. Tesco has strong dependent on UK market. It is unbalance in the global development avenue. (January, 2009)Opportunities :·The biggest potential market of Tesco in AsianThe Asian market has the huge potential evaluation of business, especially for the supermarket field. Accounting to China Market Research Group (2011), China is the biggest market for consumer of retail related goods and service. It is the fastest country of increasing GPS. In the country report of IEU (2010), China has continued average of 10% of GDP by years. That is, Tesco has more great opportunities for sharing the big market. For instance, Chinese customers have the desire and demands to consumer the outlets. (China: Drink and Food Report). In Asian, Tesco has great growth in S. Korea and Thailand, Malaysia and India. For example, now Tesco has more than 100,000 employees and rose 11 billion dollars sales (OneSource, 2011).·Tesco take importance on non-food shopping in THE UKTesco is now the largest retailer of non-food in the UK, and Tesco intend to continue this kind of business. Accounting to Maker (2007), from 2007, Tesco's non-food sales in the UK rose by 11.6% to £76bn with non-food selling. On Tesco’s website, there is more then 11,000 items and 7,000 of which are also in its standard stores. Tesco has not stop to explore the new non-food business. Now Tesco’ also sells clothing, tools and cosmetics, etc. For instance, Tesco has in-store beauty salons, offering cheap and fast service for the customers at three of its supermarket in the U.K. As important market strategy, Tesco considers about open up to 70 supermarkets nationally by 2012. The retailer projects the beauty business to have a turnover of £15m in its first year. (Market Watch: Personal Care, 2011)Threats·Unsuccessful business in Japan: Tesco sold total 129 storesTesco failed in Asian market once in 2011. Business Source Complete notes that at the beginning of August, Tesco announced the decision of selling its whole of business in Japan, which means Tesco, could not keep the smallest market share in Japan, the most unsuccessful expanding issue. According to Economic (2011), the Japanese consumer habit strongly hurt Tesco’s loyalty system; the local supermarkets depend on long term community with local people and large co-operative stores association against the large international retail companies. In the article, the author points out most of small shops in Japan have related. For example, in Tokyo's Tsukiji, there is a shop association of 1,800 small stores.·Advertisement: no longer useful for TescoUnder the strong competition, main retails in the UK had put more money to the advertisements in 2010, but not everyone had happy ending. According to The Grocer, the report points out that the main retails was increasing spend on TV, press, cinema, radio and outdoor advertising by 17% to £1.73 billion. Tesco spent £102m on advertising, a 9% increase, and it was the smallest increase of the big four in percentage terms. The biggest surge in advertising was recorded by Marks & Spencer, growing spend by 59% to £62 million.ReferencesBusiness Source Complete. (September,2007).Tesco, PLC SWOT Analysis. Datamonitor Plc Retrieved from Business Source Complete.OneSource. (2011a). Strengths/Weaknesses (SWOT): News & Analysis. Retrieved from OneSource database.OneSource.(2011b). Tesco PLC: Financial and strategic analysis review. Retrieved from OneSource database.Business Source Complete. (January, 2009). Tesco PLC: company profile: SWOT analysis. Retrieved from Business Source Complete database.Data monitor Retail-Wire (2011, July 12). Tesco invests GBP30 million for new trainingAcademy in Asia. InformationWeek-Online. OneSource. Retrieved from/sharedscripts/text/getarticle.asp?id=AMX_DMONRETLWIRE_113 954244Maker, C. (2007, April 20). Direct boost for Tesco sales. Business Source Complete. Retrieved from http://0-search. /login,aspx? Direct=true&db=bth&AN=24991349&site=bsi-liveMarket Watch: Personal Care (2011, August 1). Market Watch: Personal Care, Business Source Complete. Retrieved from /login.aspx?direct=true&db=bth&jid=W4H&site=bsi-live The co-op strikes back (2011, January 29). The co-op strikes back. Business Source Complete. Retrieved from /login.aspx?direct=true&db=bth&AN= 577288488&site=bsi-liveRetailers outspend FMCG brands in advertising. (2011, March 18).The Grocer. Retrieved from /articles.aspx?page=articles&ID=216724。
乐购(Tesco)营销策略分析
The Marketing Strategy of TESCOIntroductionThis paper is to demonstrate the marketing strategy of TESCO based on the observation on its London store which is located at 159-167 Castelnau, London. TESCO has become a successful international brand and a famous national brand across UK due to its effective supply chain management and marketing strategy. Therefore, the study on its marketing strategy has significances. Along with the increasing competition in the industry, retail grocery stores are required to differentiate themselves from competitors and obtain competitive advantage using effective positioning strategy and segmentation strategy, which are also the success factors of TESCO (Humby, et al, 2006). Theoretically, convenient chain store’s marketing model has five key elements, namely investment selection, location selection, layer selection, strategy and tactics selection. This paper would discuss the location selection, pricing strategy, product mix strategy, and promotion strategy of the selected store. It is found that effective marketing strategy contributes significantly to the success of TESCO not only in UK, but also across the world. The operation of the store is also effective.The location of the store shows that it has a clear site selection strategy. Castelnau has convenient transportation. This makes the store to be approached easily by customers. There have some direct competitors at this location. However, there are also some parks around the location, which contribute to attract enough customers. This leads to the broad business opportunity of the store. In addition, the location is also close to the Castelnau Library and Castelnau Youth Centre, which add attraction to the location. The store has a parking lot for customers. Moreover, there are also some other parking lots near this location. Generally, TESCO targets at domestic consumer. It provides a good environment for people who have been married to spend their time and shopping. Therefore, main target customer group of the store is women who aged between 30 and 45, particularly white collar around south west of London. Our observation shows that the targeting strategy of the store is excellent. The peak hour of the store is around 6:00 pm. Customers who purchase at this store are mainly white collar women. In addition, customers mainly drive their cars to this store for shopping. Thisindicates that transportation is an extremely important factor for the store and confirms that the site selection of the store is excellent. There are two main competitors for TESCO at this location, namely ThaiSmile Supermarket which located at 283-287 King St, Hammersmith, and Londis which located at 63-65 Church Rd, London.Fig 1: Direct competitor for TescoThe overall layout of the store is designed to be rectangular. And it has been divided into several parts which sell different products. Customers could brief know the area their needed products located before they enter the store by seeing the poster outside. This provides convenience for customers. However, considering from marketing theory, this may limit the ability to stimulate customers to purchase more things at this store (Kotler & Keller, 2012). Since customers could easily locate their needed products, and then leave the store, it loses the opportunity to show customers more products and stay at the store longer. It is recommended that the store should design the layout to be U-shape. Under this circumstance, customers are requires to enter the store from one door at the left side and then pay and leave from the other door at the right side. This would enable the store to stimulate consumption.Fig 2: The TESCO storeIn marketing fields, the marketing model is developing rapidly because of the change in marketing concept and the development of information technology. This has been significantly reflected in pricing strategy. Customers could compare the prices at different store easily under the help of information technology. This limits the possibility to obtain high profit margin. However, as a chain store, Tesco has superiority in flexibility, convenience, multi-service, and accuracy information retrospect (Solis, 2011). These competitive advantages have been observed at the Castelnau store. By integrate its advantages and introduce suitable marketing model, TESCO is allowed to obtain moderate profit margin. We observe that the store is more likely to implement a high margin convenience strategy. It is observed that the prices of the products at this store are often a little bit higher than those at similar stores. The store focuses on convenience. This not only has been observed at the site selection, but also observed in its shelf placement. Label and posters are conspicuous. Products which could be classified under the same group, such as fruit, Flower and Plants, and Bakery are placed in the same areas. The arrangement of the products on shelf is observed to follow the similarity of the products. In addition, products which have connections from the same brand (supplier) would be placed on the same shelf. The store also works together with suppliers to implement promotion campaign. They design the posters to show information about discount and put them at the front of the store, so that customers could clearly see what promotion are available.With the development of competition in the market and the needs of the consumers, brand personality has become an emotional tie between consumer and brand if the enterprise must gain customer’s loyalty in the competition. TESCO including the observed store makes great effort to establish its brand personality (Leahy, 2012; Simms, 2007). The store attempts to provide enough product mix for customers. Consequently, the store not only provides daily supplies, but also provides plants and the offering of heat meals. This strategy enables the store to meet the multiple needs of customers. It is also an important element of the effort to provide convenience for customers. In addition, the store also provides a corner for reading and eating. This also helps the store to conduct relationship marketing among its customers. Since the location of the store is a little bit far away from the downtown, the offering of heat meals is extremely important for the store. The store does not have special advertising which is only organized by the store. Since TESCO is a chain store across the world. The head office of the store is mainly responsible for the advertising. It is believed that this should be further improved. It is a need to create its own website. This would not only facilitate the marketing strategy, but also helps the store to provide on-line service. But the store allows customers to use credit card, cash, and band card for shopping. It has adopted POS technology. In addition, for old customers, VIP card has been also provided to customers. Customers could use the card for shopping at the store. This is also a crucial part of the relationship marketing.In general, the operation of the store is effectiveness. It has excellent marketing strategy to support its operation. It has excellent targeting strategy, product mix strategy and good site selection. The location of the store has convenient transportation for customers. However, it is also found that the store also has some disadvantages, which must be improved. If I am the owner of the stop, I would pay more attention to the advertising. A website must be developed to support the advertising. In addition, it is also important to design the layout of the store using barrier-free design. This would support the strategy to provide convenience for customers. Furthermore, such design would also help the store to show carefulness to customers.ReferencesHumby, C; Hunt, T & Phillips, T (2006). Scoring points: How Tesco continues to win customer loyalty. London & Philadelphia: Kogan Page.Leahy, T (2012). Management in 10 Words. London: Random House.Kotler, P & Keller, L. K (2012). Marketing Management. Pearson Education.Simms, A (2007). Tescopoly: How one shop came out on top and why it matters. London: Constable.Solis, B., (2011). Engage!: The Complete Guide for Brands and Businesses to Build, Cultivate, and Measure Success in the New Web, John Wiley & Sons, Inc.pp.201-202.。
特易购(Tesco)—乐购
（2）居民区的便利店 便利店劣势：提供的产品种类和服务不足，所以其竞争力非 常微小。
The end
Thank you！
特易购(Tesco)—— 乐购零售战略分析
组员：
张智文 王慧敏 刘洁敏 林敏如 钟凯欣
• 特易购是英国零售业的领导者 • 全球第三大零售商
• 它于1924年由杰克· 科恩开创 • 首间店铺始于英国伦敦北部。 • 除英国外， • 特易购还在其它13个国家开展业务
主要内容
• 一：特易购—乐购竞争战略分析
• 二：特易购——乐购扩张战略分析
特易购—乐购竞争战略分析
• 一：竞争对手分析 • 沃尔玛和家乐福都采取了成本领先战略。具有 规模经济、专有技术、优惠的商品供应价格、 较低的交易费用和管理费用等优势。
• 二：竞争战略选择
• 特易购的企业理念是崇信以人为本 ——“我们 的成功离不开顾客的支持和员工的努力。” • 特易购的核心理念是为顾客创造价值，从而赢 得他们终身的信任。
原因：“利基俱乐部”数据库，内容真实详细， 促销非常具有针对性，供应商十分愿意参加这样 的促销活动，提高品牌知名度，加强与消费者的 关系
特易购——乐购扩张战略分析
一：特易购—乐购扩张战略组合 1：地理战略——弱竞争市场先布局战略 20实际90年代早期，特易购已经在英国零售业 占据了领先地位。于是他们选择海外扩张。 东欧和亚洲这样的新兴市场——这些地方缺乏 有能力的竞争对手，却隐含着强有力的增长趋势。
3.周边居民区分布 包括欣荣宏•国际商贸城的高档精品住宅小区，附近 本地居民小区，加上周边三公里内的固定人口，外 加靠近从化车站，每天的流动人口，大概在20万左 右。
Tesco的英国在线零售战略（组图）
Tesco的英国在线零售战略（组图）在这个购物从线下走到线上成为趋势的时代，Tesco在英国又有着怎样的在线零售战略呢？文/天下网商数据分析师孙继侠Tesco（乐购）公司成立于1932年，是英国最大的零售公司，也是世界三大零售商之一。
那么在这个购物从线下走到线上成为趋势的时代，Tesco又有着怎样的在线零售战略呢？为此编者精选并编译了这篇文章，希望带给读者管中窥豹的效果。
英国食品杂货在线零售市场情况英国食品杂货领域的在线零售市场规模，2011年突破50亿英镑，2015年预计达到99亿英镑。
2011年食品杂货市场总规模为1500亿英镑，其中在线零售渠道份额占比3.8%，2015年预计能达到5.4%。
（IGD，2011）英国最大零售公司T esco对消费者进行在线购物的理由进行了一项调查，其中节约时间（69%）和不想拿重物（50%）2个理由占比最高，省钱以38%的比例居第三位。
在Tesco上使用在线零售的主要是年轻家庭、时间受限制的人、稍微富裕的人。
另外Akhter（2012）研究表明，在线零售购买与学历、年龄无关，但是会受到收入的影响。
综合二者研究，或许不能说明年轻人是通过在线零售购买的主力，但是可以看出经济上比较宽裕的人群通过在线零售购买得比较多。
综上可见，在英国生活比较宽裕的消费者，为了节约时间、不想拿重物等理由会选择通过在线零售进行购买，这也是促进在线零售市场成长的原因之一。
另外，各个零售商为满足消费者的需求，获取重复购买，会采取发展技术、进行网页升级、完善配送机制等措施。
1Tesco在线零售市场成长战略1.Tesco在线零售策略概况在线零售部分在Tesco整个商业大盘中占据着极为重要的位置。
Tesco食品杂货在线零售1999年开始运营，第三年实现盈利，现在年销售额达到20亿英镑，注册会员140万人。
那么Tesco在线零售业务快速实现盈利的原因是什么呢？1)让消费者承担部分配送成本。
2)活用消费者数据，根据其购买经历进行营销。
关于乐购的市场营销的成功案例
关于乐购的市场营销的成功案例乐购是英国领先的零售商，也是全球三大零售企业之一。
以下是店铺为大家整理的关于乐购的市场营销的成功案例，欢迎阅读!关于乐购的市场营销的成功案例1：美国西北大学凯洛格商学院(KGSM )教授、整合营销创始人唐• 舒尔茨(Don schultz )曾预言：“零售商未来的成功模式只有两种，一种是沃尔玛模式，即通过提高供应链效率，挤压上下游成本，以价格和地理位五作为主要竞争力;另一种是Tesco模式，即通过时客户的了解和良好的客户关系，将客户忠诚计划作为企业的核心竞争力。
没有任何中间路线。
”乐购(Tesco)超市公司是英国最大的食品超市公司之一，该公司9 年前开始实施的忠诚计划― “俱乐部卡”( Clubcard )，帮助公司将市场份额从1995年的16 %上升到了2003 年的27% ，成为英国最大的连锁超市集团。
乐购的“俱乐部卡”被很多海外商业媒体评价为“最善于使用客户数据库的忠诚计划”和“最健康、最有价值的忠诚计划”。
乐购“俱乐部卡”的设计者之一，伦敦Dunnhumby 市场咨询公司主席克莱夫(Clive Humby )非常骄傲地说：“俱乐部卡的大部分会员都是在忠诚计划推出伊始就成为了我们的忠诚客户，井且从一而终，他们已经和我们保持了9 年的关系。
”1.“俱乐部卡”绝不是折扣卡克莱夫介绍道：“设计之初，‘俱乐部卡’计划就不仅仅将自己定位为简单的积分计划，而是乐购的营销战略，是乐购整合营销策略的基础。
”在设计“俱乐部卡”时，乐购的营销人员注意到，很多积分计划章程非常繁琐，积分规则很复杂，消费者往往花很长时间也不明白具体积分方法。
还有很多企业推出的忠诚计划奖励非常不实惠，看上去奖金数额很高，但是却很难兑换。
这些情况造成了消费者根本不清楚自己的积分状态，也不热衷于累计和兑换，成为了忠诚计划的“死用户”。
1.1消费代金券因此，“俱乐部卡”的积分规则十分简单，客户可以从他们在乐购消费的数额中得到1 %的奖励，每隔一段时间，乐购就会将客户累计到的奖金换成“消费代金券”，邮寄到消费者家中。
乐购超市英语用语
乐购超市授课资料本次课程主要分为超市日常用语和区域用语，其中区域用语分为收银，方位和主要产品三部分。
日常用语为需掌握的重点，区域用语会进行分区教学。
日常用语第一部分：招呼顾客主要词汇：morning（上午）afternoon（下午）evening（晚上）welcome（欢迎）Sir(先生) Madam(女士) Miss（小姐）Tesco(乐购超市)句型：1，Good morning ，sir。
Can I help you?先生，早上好，我能为您效劳吗？2，Good afternoon , madam ,May I help you ?太太，中午好，您想买什么？3，Good evening ,miss , What can I do for you ?小姐，晚上好，您需要什么？5，Welcome to Tesco . 欢迎光临乐购超市6，Please take your time . 请随便看看Conversation A S:sales (营业员)C:Customer(顾客)S：Good morning ，sir。
Can I help you?先生，早上好，您想买什么？C:I’m thinking of buying a toy for my son.我想给我儿子买个玩具。
S: how old is he? 他几岁了？C: He’ll be six next Sunday. The toy is for his birthday.下个星期天他就六岁了，玩具是作为他的生日礼物。
S: I see. How about this one? 我明白了，这个怎么样？Conversation BS：Welcome to Tesco， Madam .what can I do for you ?欢迎光临本柜，你想买什么？C:I’m just looking around .我只是随便看看。
S：Please take your time .If anything you like, just let me now . 请随便看看，如果看中什么，请告诉我。
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Place/Distribution
Promotion
UK source Local suppliers – to be developed Slowly included into range – than promotion First phase – stores in Prague , Brno Second phase – all stores
Communication in Flyer – Extra A3 flyer (both sides) , explaining main message of TESCO Premium brand :
‘Extra quality product’
Posters in store – luxury image
SWOT analysis – TESCO Standard
Strength
Positive image Customers see this brand as higher quality
Weaknesses
Very low knowledge of the brand Logo is not transparent enough Many customers do not understand why is TESCO offering second brand
Opportunities
Improve communication of the brand Very high knowledge of TESCO Chips can be used to introduce the brand Tasting, testers Different size of products
Own Brand
Marketing Strategy
Zuzana Hradcova
Project Objectives
Find out If and How are TESCO own brands seen by our customers
Knowledge of TESCO own brands Understanding of TESCO own brands Luxury range acceptance Communication channels Expected range
Analysis of competition
Price Level TESCO
AHOLD Makro Billa Delvita Jednota
(Slovensko)
Julius Meinl Interspar
lARO
Levně Jednota Mince
All customers will have their range in TESCO….
medium
TESCO Albert, Hypernova
Clever
Julius Meinl Spar
higher
TESCO Premium
SWOT analysis – TESCO Value
Strength
Weaknesses
One of the best known own brands in the CR/SR Customers know what to expect (value for money ratio) Regularly purchased Good design – easy to find
Propose a marketing strategy for own brands development
Current TESCO own brands development TESCO Premium Brand implementation strategy
TESCO own brands overview
TESCO Premium Brand Marketing Mix
Product
Luxury, highest quality products Black & Gold design Gifts, Food specialties for Launch Range for babies
Price
Qualitative research
The same stores Focus groups TESCO customers Discussion format 90-120 minutes Attributes of individual Brands and their image, communication, range suitable for TESCO Premium
Methodology used
Marketing strategy developed based on:
Combination of qualitative and quantitative research Analysis of competition SWOT analysis Market segmentation Differentiated targeting
Threats
The brand can take customers of TESCO Vyhodny nakup
Current Brands Development Strategy
Better propagation of TESCO Standard brand
• Tastings, Flyers
Cost 2 000 000 Kc
Tastings of products (initially for 3 weeks)
Regular announcements in-store
Cost 60 000 Kc/store
Benefits Expected
Turnover will increase Share of own brand products will increase TESCO Brand will have better image TESCO market position will improve (against competition)
Special fixtures In-store POS Premium positions in fixture Extra flyers Tastings In-store announcements
Marketing Activities
Implementation scheduled for period before Christmas, Easter
Quantitative research
3 HMs + 2 DSs (CR) & 3 HMs +1 DS (SR)
In–store; questioners
20 minutes, 100 questioners/store
Knowledge of Own Brands, communication channels, luxury range acceptance
Explain customers why TESCO is offering more own brands – explain difference Offer different pack sizes Remove low quality products Include missing products
Offer different product sizes
Low or unstable quality products can prevent customer to buy TESCO Vyhodny nakup products
Change of design can confuse current clearly defined and understood image of the brand
TESCO Premium
Market Segment
Higher income Lives in the city or close to city Takes care about his/her lifestyle Buys only the best, deserves only best……
TESCO Value
Value for money - Cheapest product in the range
TESCO Standard
Standard product – brand quality for less money
TESCO Premium (Black & Gold)
Premium range – extra quality product, specially selected
Product Positioning
Differentiated targeting – special products for demanding customers It is key to create an IMAGE of the Brand All products under this brand will be products exclusively for TESCO
Design can be associated with poor quality
Some low quality products are decreasing image of the brand
Opportunities
Threats
Remove products most criticized from the range (or improve their quality)