TESCO's Digital Transformation
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Case Code: BSTR472 Case Length: 14 Pages Period: 1919 - 2014 Pub Date: 2015 Teaching Note: Available |
Price: Rs.400 Organization: Tesco Plc. Industry: Retail Industry Countries: United Kingdom Themes: Business Transformation, Online, Digital Marketing and Retailing |
Abstract Case Intro 1 Case Intro 2 Excerpts
Introduction
Tesco Plc (Tesco) revealed interesting sales figures for the Christmas season 2013. Its online business was picking up with customers who were using the web for their purchases. "At Christmas it was 8% of food sales and 20% of non-food sales" Philip Clarke (Clarke), CEO, Tesco. For the year 2012-13, the total online grocery sales of Tesco amounted to £2.5 billion, reporting a trading profit of £127 million. The management of Tesco also observed that the customers purchasing groceries online were spending 2.04 times more than those who bought groceries directly from the stores. Also, the consumers who shopped online purchased 2.98 times more general merchandise than consumers who purchased directly from the stores.
From the beginning of Tesco's operations, the management of Tesco was dynamic and competitive in their approach. They redefined themselves to suit with the changing business situations and market conditions. Whenever Tesco suffered a setback, they emerged stronger by working with a definite objective and focus. They implemented innovative ideas and dynamic policies to stay ahead of the competition. The management was quick to experiment with contemporary ideas to serve customers better. In the year 2010-11, when the company was facing stiff competition, the scope of Tesco was redined under the leadership of Philip Clarke (Clarke) and came up with a new plan called "Build a Better Tesco". The plan was aimed at improving and expanding Tesco's business performance by leveraging on technology to improve customer experience.....
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