This Case is about STRATEGIC PLANNING, STRATEGY EXECUTION
PUBLICATION DATE: October 15, 2012 PRODUCT #: 713452-HCC-ENG
Colour cases are required to be printed in color to optimize their output. It was October 3rd, 2012, and all was not well at Tesco, the UK’s biggest supermarket chain with sales of GBP64.5 billion ($104 billion). CEO Philip Clarke unveiled the very first half-year gain fall in nearly 20 years and, in the united kingdom, the majors Asda and Sainsbury were closing the market share difference, while niche players like hard discounter Aldi, with costs as much as 20% below Tesco’s, and superior-grocer Waitrose were both growing rapidly. What did Clarke need to do to restore trust and get back Tesco on course?
Related Case Solutions:
Tesco: Delivering the Goods (B)
Tesco: Delivering the Goods (A)
Delivering Success: How Tesco is Managing, Measuring and Maximizing its Performance
TESCO PLC: STRATEGY FOR INDIA
Tesco: Keeping The Hard Discounters At Bay?
Tesco’s Fresh & Easy: Learning from U.S. Exit
From A(pples) to Z(oom lenses) Extending the Boundaries of Multi-channel Retailing at Tesco.com
An ERP Story: Troubles Ahead (C)
Russia: The End of a Time of Troubles?
Cerberus Acquires GMAC (A): General Motors’ Financial Troubles