Assignment代寫范例-特易購的戰略和文化變革。本文是一篇由本站代寫服務提供的assignment代寫參考，主要內容是講述零售是一種將商品和商品直接提供給客戶的概念，使購物成為一種舒適而輕松的業務。由于這一事實，今天的零售業競爭越來越激烈，因此，它使人們比以前有更多的選擇從不同的零售店進行選擇。為了增加商業活動并確保其市場價值，吸引每個行業的新客戶并留住以前的客戶正成為每個零售商關注的問題。下面就一起來看一下這篇留學生assignment代寫范文。

Retailing is the concept of making goods and commodities directly available to the customer, making shopping a comfortable and easy business. Due to this fact, today retailing has become increasingly competitive and hence, it has enabled people to have more options to choose from different retail outlets than before. To increase business activity and ensure its market value, it’s now becoming the concern of every retailer to attract new customers of every sector, and retain previous customers. Customer satisfaction is the key to achieve market leadership, and customer satisfaction can be guaranteed by providing the customers the best price with ensured product quality accompanied with good shopping experience. Giving superior value to the customer is the successful strategy followed by many companies, which is why good companies understands and anticipate customer requirement and continuously monitors the changing lifestyles and demands of the customer (Henry, 2007).

零售是一種將商品和商品直接提供給客戶的概念，使購物成為一種舒適而輕松的業務。由于這一事實，今天的零售業競爭越來越激烈，因此，它使人們比以前有更多的選擇從不同的零售店進行選擇。為了增加商業活動并確保其市場價值，吸引每個行業的新客戶并留住以前的客戶正成為每個零售商關注的問題。客戶滿意度是實現市場領先地位的關鍵，通過向客戶提供最優惠的價格、確保的產品質量和良好的購物體驗來保證客戶滿意度。為客戶提供卓越的價值是許多公司遵循的成功戰略，這就是為什么好的公司能夠理解和預測客戶的需求，并持續監控客戶不斷變化的生活方式和需求（Henry，2007）。

Tesco is one such company that has made thousands of people its loyal customer and therefore, is the leading supermarket retailer of United Kingdom, one of the largest food retailers and also one of the top three international retailers in the world. Tesco is the market leader that has been the dominating within the wide spectrum of the industry. However, in order to sustain this position it must carefully monitor trends in its external environmental to provide product innovations and services that will build brand loyalty among its customers and food for thought for its competitors (EMCC 2007).

Tesco’s business strategies have successfully lead it to the top of the world’s best retailer list but efforts, in form of change in business strategies and the office culture for the sake of innovation and customer attraction, are required by the company to improve its work standards.

Statement of the Problem:

The statement of the problem will be stated as: “A study to analyze the strategic and cultural change at Tesco for improving work standards”.

Aims and Objectives:

The aims and objectives of the study are:

To review the cultural change and strategy modification of Tesco in recent years.

To propose new strategies and culture for improving the standards of work at Tesco.

To carry out the strategic assessment of Tesco for determining the success factors that have made Tesco a globally known brand

Literature Review:

TESCO is a United Kingdom-based global supermarket chain which is generating annual revenues of around ￡20 billion. Jack Cohen founded this company in 1919, he started off by selling surplus groceries from a stall in the East End of London, and the first store was opened in Edgware, North London in 1929. By 1960 Tesco owned a chain of 212 stores in the north of England and the number of stores increased up to 356 by the year 1965.

Tesco became the first major retailer to emphasize the nutritional value of its own-brand products by launching its ‘Healthy Eating’ initiative in the year 1985. By the year 1995, Tesco dominated the English market in food retailing, and thus started expanding the business beyond the boundary across the world. Tesco PLC was introduced and established in Hungary, Northern Ireland, Poland, Czech Republic and Slovakia. In 1998, the business was launched in Asian countries Taiwan and Thailand, and by 2004, Tesco business activities were extended in South Korea, Malaysia, Japan, Turkey and China.

After the success in food retailing business Tesco expanded its business activities into different formats targeting different markets and a wide range of customers of different sectors. With over 2,500 stores worldwide and more than 450,000 peoples employed, Tesco rules around the world with its business which covers retailing, distribution, logistics, telecommunication and financial services (EMCC, 2007).

The third key part of Tesco’s long-term strategy for growth is to be equally strong in food and non-food retailing. Tesco ensures the same high quality, variety, reasonable price, and service for customers in both areas. The company offers a wide range of non-food products which includes electrical goods, home entertainment, clothing, health and beauty products, stationery, kitchen item, furnishings, and seasonal goods and garden furniture. Tesco has developed the concept of complete shopping under one roof by offering customers the convenience of shopping for non food items along with food and household goods.

Tesco’s 80% of the profit comes from the core UK business. The core United Kingdom business consists of over 1,800 stores and more than 260,000 peoples working as an employee. This growth in the business has been possible by the attainment of new space, extensions of existing stores, and mainly by a multi-format approach. The sale of non-food items, which are growing at around twice the rate of food sales, is also a contributing factor to the overall growth of the business. Tesco utilizes qualitative as well as quantitative research techniques to explore issues. The company has been working on having a broad appeal by continually innovating and investing in new product lines to increase options for the customers. These brand appeals include ‘Healthy Living Products’, ‘Free Form Products’ which are especially designed products for people with food allergies and food intolerances, ‘Special Healthy Children’s Snacks’ which are rich in fiber and ‘Organic Product Line’ which offers affordable and more diverse organic food (EMCC, 2007).

Tesco have successfully established business outside the United Kingdom, around 100,000 employees are working for the company in international operations, serving over 15 million customers resulting in generating over GBP 474 million in profit. The key to this success is that Tesco has ensured that each business activity is unique and flexible according to the tastes and demand of the targeted customer of respective country. The multi-format approach has helped the company to prosper as it attracts by interesting a wide spectrum of customer in the products.

Tesco’s last long-term strategy for business growth and development is to provide new retailing services in response to customer demand. To achieve this goal Tesco has developed three tools; Tesco Personal Finance (TPF) which was launched in 1997 through a joint venture with the Royal Bank of Scotland, this joint venture combines Tesco’s knowledge of customers with the Royal Bank of Scotland’s expertise in financial services giving the customers a choice of products and services from banking to instant car and travel insurance. Tesco.com is the company’s online shopping service was launched in 1999 owing to the growing IT development. Shopping online gives the customers an added advantage of shopping from home at their own convenience. Tesco Telecom Tesco Mobile is another of Tesco’s scheme, it was launched in July 2003 through a joint venture with Telefonica subsidiary, and it now has over half a million customers.

Tesco being such a large industry faces many risks, since it targets a large variety of customers covering wide spectrum of industry, it involves a lot of risk, biggest being the decline of the quality of the products. Also, the increasing number of business activities and especially the wide spectrum upon which Tesco has been working has greatly increased the number of competitors. Since, Tesco grows to increase its business covering all aspects of the life; the company faces a lot of rivalry. Thus, to maintain brand loyalty of its customer Tesco needs to develop new strategies for the growing business to ensure that company’s policies of customer satisfaction is being fulfilled.

Strategic and cultural change at Tesco for improving work standards

Organization culture may be defined as “the shared assumptions, values, and beliefs that guide the actions of its members.” [CITATION SWO l 1033] It is influenced by a variety of factors, including the founder’s value, nature of the business, the external environment and the behavior of the senior leaders. Culture determines the success or failure of an organization, because it directly impacts its core values as well as its employees. Hence, organizations adapt their cultures depending on their current needs. Culture changes are more likely to occur when companies undergo a major setback, such as a finance crisis, or when they expand themselves across product categories or countries. According to Kennen (2007), organizations can induce culture change by uncovering the core values and beliefs of the employees, by discussing and communicating the process of change, and by establishing new behavioral norms. Change management can become a very crucial issue, if not implemented properly it can result in loss of employee trust in management. Successful organizations inspire a strong organization culture into their employees.

Tesco is an example of such organization which have undergone major adaptive cultural and strategic changes in the past along similar lines. Through our secondary research, we have found material showing Tesco’s success linked with its change.

Tesco is one of the largest retailers of food and drinks worldwide. Based in United Kingdom ever since 1920 [CITATION SWO l 1033] , it has to date expanded itself into several countries across the European Union as well as in Asia. It sells around 40,000 food and non-food products through its wide network of 2318 stores and its online service Tesco.com.

Such success of Tesco has been possible due to its focus on growth strategy, and its core competencies which are basically its brand reputation and the value-added services its provides through the brand experience. In addition, Tesco has shown a wide potential to capture foreign markets with variable environmental, cultural and political factors. It is highly sensitive to external environment, and adjusts on a need basis. It is also important to consider the factors of Tesco’s internal environment which add to its competencies. These include its strong IT integration and integration of its supply chain. [CITATION Eur07 l 1033] Advanced extranet and intranet systems which are regarded as luxuries in many organizations are the very operational tools in Tesco. This ensures quick flow of information within the organization, and outside, ensuring timely decision making and innovation to take place. Tesco also has enhanced supplier relationship programs, which are unique in their structure and very specifically designed keeping in view its culturally and ethnically diverse suppliers from all over the globe. Strong communication links are developed and close relationships are maintained to increase trust and respect, and to attract more prospective suppliers through word-of-mouth.

特易購就是這樣一家公司，它讓成千上萬的人成為了它的忠實客戶，因此，它是英國領先的超市零售商，也是最大的食品零售商之一，也是世界上三大國際零售商之一。特易購是市場領導者，在整個行業中一直占據主導地位。然而，為了維持這一地位，它必須仔細監測其外部環境的趨勢，以提供產品創新和服務，從而在客戶中建立品牌忠誠度，并為競爭對手提供思考（EMCC 2007）。

特易購的商業戰略成功地使其登上了世界最佳零售商排行榜的榜首，但為了創新和吸引客戶，該公司需要通過改變商業戰略和辦公室文化來提高工作標準。

問題說明：

該問題的陳述將被陳述為：“一項分析特易購為提高工作標準而進行的戰略和文化變革的研究”。

目標和目的：

研究的目的和目標是：

回顧特易購近年來的文化變革和戰略調整。

提出新的戰略和文化，以提高特易購的工作標準。

對樂購進行戰略評估，以確定使樂購成為全球知名品牌的成功因素

文獻綜述：

TESCO是一家總部位于英國的全球連鎖超市，年收入約200億英鎊。杰克·科恩于1919年創立了這家公司，他最初在倫敦東區的一個攤位上出售多余的雜貨，1929年在倫敦北部的埃奇韋爾開設了第一家商店。到1960年，特易購在英格蘭北部擁有212家連鎖店，到1965年，商店數量增加到356家。

特易購于1985年推出“健康飲食”計劃，成為第一家強調自有品牌產品營養價值的大型零售商。到1995年，特易購在英國食品零售市場占據主導地位，并開始將業務擴展到世界各地。Tesco PLC在匈牙利、北愛爾蘭、波蘭、捷克共和國和斯洛伐克引入并成立。1998年，該業務在亞洲國家臺灣和泰國開展，到2004年，樂購業務擴展到韓國、馬來西亞、日本、土耳其和中國。

在食品零售業務取得成功后，特易購將其商業活動擴展到不同的形式，瞄準不同市場和不同行業的廣泛客戶。特易購在全球擁有2500多家店鋪，員工超過45萬人，其業務涵蓋零售、分銷、物流、電信和金融服務，在全球范圍內占據主導地位（EMCC，2007年）。

特易購長期增長戰略的第三個關鍵部分是在食品和非食品零售業同樣強大。特易購確保為這兩個地區的客戶提供相同的高品質、多樣化、合理的價格和服務。該公司提供廣泛的非食品產品，包括電器、家庭娛樂、服裝、健康和美容產品、文具、廚房用品、家具、時令用品和花園家具。特易購通過為顧客提供購買非食品以及食品和家居用品的便利，發展了一個屋檐下完全購物的概念。

特易購80%的利潤來自英國的核心業務。英國的核心業務包括1800多家商店和26萬多名員工。這種業務增長是通過獲得新的空間、擴展現有商店以及主要通過多種形式的方法實現的。非食品的銷售額增長率約為食品銷售額的兩倍，也是業務整體增長的一個因素。特易購利用定性和定量研究技術來探索問題。該公司一直致力于通過不斷創新和投資新的產品線來增加客戶的選擇，從而具有廣泛的吸引力。這些品牌吸引力包括“健康生活產品”、“自由形式產品”，這是專門為食物過敏和食物不耐受的人設計的產品，富含纖維的“特殊健康兒童零食”和“有機產品線”，它提供價格合理、更多樣化的有機食品（EMCC，2007）。

特易購已成功在英國境外建立業務，約有10萬名員工為該公司從事國際業務，為1500多萬客戶提供服務，產生了超過4.74億英鎊的利潤。這一成功的關鍵是，特易購確保了每一項商業活動都是獨特的，并根據各自國家目標客戶的口味和需求靈活多變。多格式的方法有助于該公司的繁榮，因為它吸引了廣泛的客戶對產品的興趣。

特易購業務增長和發展的最后一個長期戰略是根據客戶需求提供新的零售服務。為了實現這一目標，樂購開發了三種工具；特易購個人理財（TPF）于1997年通過與蘇格蘭皇家銀行的合資企業成立，該合資企業結合了特易購對客戶的了解和蘇格蘭皇家銀行在金融服務方面的專業知識，為客戶提供了從銀行到即時汽車和旅行保險的產品和服務選擇。Tesco.com是該公司的在線購物服務，由于IT的不斷發展，于1999年推出。網上購物為顧客提供了在家購物的額外優勢。Tesco Telecom Tesco Mobile是Tesco的另一個計劃，它于2003年7月通過與Telefonica子公司的合資企業推出，目前擁有50多萬客戶。

特易購作為一個如此大的行業，面臨著許多風險，因為它的目標客戶種類繁多，涵蓋了廣泛的行業，它涉及到很多風險，最大的風險是產品質量的下降。此外，越來越多的商業活動，尤其是樂購一直在開展的廣泛業務，大大增加了競爭對手的數量。自那以后，特易購不斷發展壯大，業務覆蓋生活的方方面面；這家公司面臨很多競爭。因此，為了保持客戶的品牌忠誠度，特易購需要為不斷增長的業務制定新的戰略，以確保公司的客戶滿意度政策得到履行。

特易購為提高工作標準而進行的戰略和文化變革

組織文化可以定義為“指導其成員行動的共同假設、價值觀和信念”。[CITATION SWO l 1033]它受到多種因素的影響，包括創始人的價值觀、業務性質、外部環境和高級領導的行為。文化決定了一個組織的成敗，因為它直接影響到其核心價值觀和員工。因此，組織根據其當前需求調整其文化。當公司遭遇重大挫折（如金融危機），或在產品類別或國家/地區進行擴張時，文化變化更有可能發生。根據Kennen（2007）的觀點，組織可以通過揭示員工的核心價值觀和信仰，通過討論和溝通變革過程，以及通過建立新的行為規范來誘導文化變革。變革管理可能成為一個非常關鍵的問題，如果實施不當，可能會導致員工對管理層失去信任。成功的組織激發員工強烈的組織文化。

樂購就是這樣一個組織的例子，它在過去也經歷了類似的重大適應性文化和戰略變革。通過我們的二次研究，我們發現了顯示樂購成功與變革相關的材料。

特易購是全球最大的食品和飲料零售商之一。自1920年[CITATION SWO l 1033]以來，它一直以英國為基地，迄今已擴展到歐盟和亞洲的幾個國家。該公司通過其2318家門店的龐大網絡和在線服務Tesco.com銷售約40000種食品和非食品。

特易購之所以能夠取得如此成功，是因為它專注于增長戰略，其核心競爭力基本上是其品牌聲譽和通過品牌體驗提供的增值服務。此外，特易購在利用各種環境、文化和政治因素占領外國市場方面表現出了巨大的潛力。它對外部環境高度敏感，并根據需要進行調整。同樣重要的是要考慮特易購內部環境的因素，這些因素會增加其競爭力。其中包括其強大的IT集成和供應鏈集成。[CITATION Eur07 l 1033]在許多組織中被視為奢侈品的高級外部網和內部網系統是特易購非常實用的工具。這確保了組織內部和外部信息的快速流動，確保及時做出決策和進行創新。特易購還加強了供應商關系計劃，這些計劃的結構獨特，設計非常專門，考慮到其來自全球各地的文化和種族多樣的供應商。建立了強有力的溝通聯系，并保持了密切的關系，以增加信任和尊重，并通過口碑吸引更多的潛在供應商。

In addition, Tesco treats its human resource as an important asset and invests due fully in it. The Times 100 research has shown that, keeping in view the Maslow’s Hierarchy Model of Needs, Tesco seeks to fulfill all the level of needs, from basic to the highest through its various employee motivation programs. It provides basic pay and locker room facilities and health security and pension. In addition it addresses the higher needs of the individuals by empowering them in a team based environment, providing them feedbacks and appraisals, and motivating them through encouragement and respect. Tesco even has Personal Development Plans, which focus on the personality and skill developments of the employees, helping them progress in career and in life. Thus, Tesco’s treatment of its employees covers all aspects of the employee needs.

According to European Foundation for the Improvement of Living and Working Conditions (2007),Tesco is the biggest private sector employer in UK. It seeks employees from different cultures, background through different sources, including government programs and campaigns. Its recruitment system allows the employers to consider people from diverse cultural and local groups, and fit them into particular jobs depending on capabilities and tendencies. It also participates in the government ‘regeneration’ programs which looks fro employees amongst those that have been chronically unemployed. It also makes sure that its managers work shoulder-to-shoulder with its workforce, and are aware of the technical aspects of the work. Tesco provides its employees salaries based on the nature of work, and additional benefits, both monetary and personal in the form of flexible work hours. Tesco also supports the part-time employment, which is becoming more popular than full-time jobs.

此外，特易購將其人力資源視為一項重要資產，并對其進行了充分投資。《泰晤士報100強》的研究表明，考慮到馬斯洛的需求層次模型，特易易購通過其各種員工激勵計劃，尋求滿足從基本到最高的所有需求。它提供基本的工資和更衣室設施以及醫療保障和養老金。此外，它還通過在基于團隊的環境中賦予個人權力，向他們提供反饋和評估，并通過鼓勵和尊重激勵他們，來滿足個人的更高需求。特易購甚至制定了個人發展計劃，重點關注員工的個性和技能發展，幫助他們在職業和生活中取得進步。因此，特易購對待員工的方式涵蓋了員工需求的方方面面。

根據歐洲改善生活和工作條件基金會（2007年）的數據，特易購是英國最大的私營部門雇主。它通過不同的來源，包括政府項目和活動，尋找來自不同文化、背景的員工。它的招聘系統允許雇主考慮來自不同文化和當地群體的人，并根據能力和趨勢將他們適合特定的工作。它還參與了政府的“再生”計劃，該計劃在長期失業者中尋找員工。特易購還確保其經理與員工并肩工作，并了解工作的技術方面。特易購根據工作性質為員工提供工資，并以彈性工作時間的形式提供額外的金錢和個人福利。特易購還支持非全日制工作，這比全職工作更受歡迎。

In the book Value-based human resource strategy: developing your consultancy role, Grundy and Brown (2003) assert that in 1990, Tesco decided to undergo a culture change to “enhance its responsiveness throughout the organization.” However, when it hired an HR consultant, it discovered that the term ‘culture change’ had an inherent risk of failing. It was too overwhelming a concept, indicating a huge change in the organization’s function which made it incomprehensible for its stakeholders. Hence Tesco underwent change in the name of ‘customer service’ instead, because the term described exactly what kind of change was going to be targeted. Similarly, when BP introduced its cultural change, it put an economic value that came from the change to motivate the employees to adopt it. Thus, organization culture change can be adopted in several steps, namely ‘value change’ which lead to ‘behavioral change’ in employees.

Tesco is a heavily customer oriented organization, with a focus on its external environment. Bedingham (2000) has described the process of an organization change with respect to Tesco. He says that there is a relationship between organization culture and organization results. In order to bring about change, an organization needs first to decide what it wants to achieve as a result. This was implemented by Tesco in 1987. According to the article, when Coca-Cola appointed Verax to do research on retail stores, it made the research findings open to the stores themselves. Tesco’s finding was the lack of professionalism amongst its store managers. In response, Tesco decided to review its management practices to improve customer satistaction. IT developed pilot programs for personality development of its store managers which covered all aspects of the managers’ personality. One of such initiatives was the Store Management Development Project, after whose success the company moved on to shift the entire organization to a professional and customer-oriented culture. The change was need-driven and focused on areas where improvement was needed. All these measures helped Tesco gain value in terms of better customer response, which translated into a successful commercial outcome.

Ma and Ding (2010) have also described the customer-orientation of Tesco.com, by asserting that customer value and customer satisfaction are amongst the core values of the organization. They have a clearly defined purpose, and they fulfill it through their excellent customer and delivery service. According to the work, 67% of the people take Tesco as their favorite supermarket.

Leahy (2004) asserted that a financial crisis that Tesco underwent in 1990’s was what triggered the change process as Tesco. The event guided Tesco’s managers to change their values from being competition-focused to customer-focused.

Hence, from the literature review it is evident that Tesco has experienced strategic as well as cultural change, and to improve work standards, it can keep moving in the same direction of customer-focus and quality service.

Methodology:

We shall further conduct primary research on the subject to identify more variables that can be involved in improving the working conditions at Telco. In order to do so, we plan to test the perceptions of the Telco employees themselves, as well as the managers. These perceptions shall reveal whether the employees are satisfied with the working conditions and culture at Telco, and if their core values are in line with the customer-oriented strategy of the organization. This should help confirm the secondary research, and show new areas to explore where improvements can be made.

We shall test the perceptions of employees and managers by means of survey questionnaires, focus groups and in-depth interviews.

Survey questionnaires shall seek information about the motivation level of employees and their basic problems and opinions. Mostly close-ended questions, they will give a quantitative analysis of the situation. Based on our findings from the surveys, we shall conduct focus groups with the employees where we gain insights about the core employee feelings and perceptions. These include:

What are the main problems employees face at their workplace?

How do employees want their workplace to be like?

What will motivate employees to perform better?

To what extent are the current working conditions fulfilling the basic and higher needs of its employees?

How do employees describe their workplace? Is it ‘fun’, ‘shabby’, ‘business-like’, ‘delightful’?

Thirdly, we are going to conduct in-depth interviews with the managers of Telco to understand their view-points about the culture. This may also help us gain ideas about how to make Tesco a better working place.

Grundy和Brown（2003）在《基于價值的人力資源戰略：發展你的咨詢角色》一書中斷言，1990年，特易購決定進行文化變革，以“提高整個組織的響應能力”。然而，當它聘請人力資源顧問時，發現“文化變革”一詞有失敗的內在風險。這是一個過于壓倒性的概念，表明該組織的職能發生了巨大變化，使其利益相關者無法理解。因此，特易購的名稱改為“客戶服務”，因為這個詞準確地描述了目標是什么樣的變化。同樣，當英國石油公司引入其文化變革時，它提出了一個來自變革的經濟價值來激勵員工接受它。因此，組織文化變革可以分為幾個步驟，即“價值變革”，這會導致員工的“行為變革”。

特易購是一個高度以客戶為導向的組織，專注于其外部環境。Bedingham（2000）描述了關于樂購的組織變革過程。他說，組織文化和組織結果之間存在關系。為了實現變革，組織首先需要決定其想要實現的目標。這是特易購在1987年實施的。文章稱，當可口可樂公司任命Verax對零售店進行研究時，它向零售店自己公開了研究結果。樂購的發現是其門店經理缺乏專業精神。作為回應，特易購決定重新審視其管理實踐，以提高客戶滿意度。IT開發了門店經理個性發展的試點項目，涵蓋了經理個性的各個方面。其中一項舉措是商店管理發展項目，在該項目取得成功后，該公司將整個組織轉變為專業和以客戶為導向的文化。這一變化是由需求驅動的，并側重于需要改進的領域。所有這些措施都幫助樂購在更好的客戶反應方面獲得了價值，并轉化為成功的商業成果。

馬和丁（2010）還描述了特易購的客戶導向，認為客戶價值和客戶滿意度是組織的核心價值之一。他們有明確的目標，并通過卓越的客戶和交付服務來實現這一目標。根據調查，67%的人將樂購視為他們最喜歡的超市。

Leahy（2004）斷言，Tesco在20世紀90年代經歷的金融危機引發了Tesco的變革過程。該活動引導樂購的管理者將他們的價值觀從以競爭為中心轉變為以客戶為中心。

因此，從文獻綜述中可以明顯看出，特易購經歷了戰略和文化的變革，為了提高工作標準，它可以繼續朝著以客戶為中心和優質服務的方向發展。

方法論

我們將進一步對該主題進行初步研究，以確定更多可用于改善Telco工作條件的變量。為了做到這一點，我們計劃測試電信公司員工本身以及經理的看法。這些認知應揭示員工是否對Telco的工作條件和文化感到滿意，以及他們的核心價值觀是否符合組織以客戶為導向的戰略。這將有助于證實二次研究，并顯示出可以改進的新領域。

我們將通過調查問卷、焦點小組和深入訪談的方式來測試員工和管理者的看法。

調查問卷應了解員工的動機水平及其基本問題和意見。大多數是封閉式問題，他們會對情況進行定量分析。根據我們的調查結果，我們將與員工進行焦點小組討論，深入了解員工的核心感受和看法。其中包括：

員工在工作場所面臨的主要問題是什么？

員工希望他們的工作場所是什么樣子的？

什么能激勵員工表現得更好？

目前的工作條件在多大程度上滿足了員工的基本和更高需求？

員工如何描述他們的工作場所？它是“有趣”、“破舊”、“像生意一樣”、“令人愉快”嗎？

第三，我們將深入采訪電訊公司的管理人員，了解他們對文化的看法。這也可能有助于我們了解如何讓樂購成為一個更好的工作場所。

Conclusion

The success story of Tesco revolves around the four key elements which have been the company’s long-term strategy for business development and growth. These key elements include growing the core United Kingdom business, expanding business internationally, becoming equally strong in its non-food retailing chain and to provide new retailing services in response to changing customer demand. The company believes in customer value and describes its core purpose to earn their lifetime loyalty and to achieve this purpose, Tesco try harder on behalf of customers than its competitors and treat people how as they would like to be treated and be better for customers in every possible way. Tesco has been successfully responding to changing lifestyles and demand of the customer. This has been one of the company’s key drivers over the past five to 10 years.

Tesco PLC, after the completing this successful journey intends to remain on top of the world of retailers and for that constant change and innovations are required in the companies strategies to keep the old customers loyal and to make as much new customers as possible. From the past studies it is observed that when in 1990’s when the company formulated a change in its cultural strategy and the concept of ‘customer service’ was born, which have made Tesco not only the leading company of the United Kingdom but also among the top companies of the world. To maintain this position, the time has come to develop and create ideas or to develop new strategies building up a completely different culture that will ensure further boost in the economy of the company.

According to the report of Datamonitor (2003) Tesco Plc might be regarded as the largest retail sector of the UK industry, recruiting almost three million employees for the product manufacturing and services. Approximately 9% of the total domestic production is catered by Tesco. Although this present era have shown a great inclination of suppliers to buy company owned products having a well reputed brand name, thus increasing limitations imposed on the supermarkets but still the strategic development of supply networks is regarded as the prime driving force for the retail store chains operating within the previous decade. Tesco plc is affected by the external environment in which it operates. The company now owns almost 2318 retail centers with the workforce of 326,000. Online shopping facility is also provided under the company’s official web domain “Tesco.com”. The market concentration ofTesco is well distributed in United Kingdom with extensions of Superstore, Express, Metro and Extra. Annual sale of products is estimated to be 40,000 with the inclusion of clothing line and accessories. The products launched by the company can be classified into three categories of “value, normal and finest”. Other than that Financial services and petrol stations are also regulated by Tesco Plc in United Kingdom.

References:

Henry, A. (2007). Understanding Strategic Management. London: Oxford University Press

European Foundation for the Improvement of Living and Working Condition Case Studies, European Commerce Center: Tesco PLC. Available at: [Accessed: 3 March 2011]

結論

特易購的成功故事圍繞著四個關鍵要素展開，這四個要素是公司業務發展和增長的長期戰略。這些關鍵要素包括發展英國的核心業務，在國際上擴大業務，在其非食品零售鏈中變得同樣強大，并根據不斷變化的客戶需求提供新的零售服務。該公司相信客戶價值，并描述了其核心目的，即贏得他們的終身忠誠度。為了實現這一目標，特易購比競爭對手更努力地代表客戶，并以他們希望得到的方式對待人們，以各種可能的方式為客戶做得更好。特易購成功地應對了客戶不斷變化的生活方式和需求。在過去的5到10年里，這一直是該公司的關鍵驅動力之一。

特易購（Tesco PLC）在完成這一成功之旅后，打算保持在零售商世界的領先地位，為此，公司戰略需要不斷變化和創新，以保持老客戶的忠誠度，并盡可能多地吸引新客戶。從過去的研究中可以觀察到，當公司在20世紀90年代制定了文化戰略的變革時，“客戶服務”的概念誕生了，這使特易購不僅成為英國的領先公司，而且躋身于世界頂級公司之列。為了保持這一地位，現在是發展和創造想法或制定新戰略的時候了，建立一種完全不同的文化，以確保公司經濟的進一步發展。

根據Datamonitor（2003）的報告，樂購公司可能被視為英國最大的零售業，為產品制造和服務業招聘了近300萬名員工。大約9%的國內總產量由樂購提供。盡管在這個時代，供應商非常傾向于購買具有知名品牌的公司自有產品，從而增加了對超市的限制，但供應網絡的戰略發展仍然被視為前十年連鎖零售店運營的主要驅動力。特易購股份有限公司受到其經營的外部環境的影響。該公司目前擁有近2318個零售中心，員工32.6萬人。在線購物設施也在該公司的官方網站“Tesco.com”下提供。Tesco的市場集中度在英國分布良好，包括Superstore、Express、Metro和Extra。包括服裝系列和配件在內的產品年銷售額預計為40000件。該公司推出的產品可分為“有價值的、普通的和最好的”三類。除此之外，金融服務和加油站也受到英國樂購公司的監管。

參考文獻：

亨利A.（2007）。了解戰略管理。倫敦：牛津大學出版社

歐洲改善生活和工作條件基金會案例研究，歐洲商業中心：Tesco PLC。可在：[訪問時間：2011年3月3日]

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