Tescos strategy of expansion into China

Tescos outline of expansion into mainland chinawarePresent an insightful evaluation of the general outline and one specific aspect of its external dodging. To do this you should analyse the monetary aptitude of the business. You strike to use recent data. You need to draw on an appropriate literature. Key issues for managers need to be clear identified. You need to show how the specific outline fits into the ball-shaped plan. You need to pay back your business relationship against the background of current global business challenges. You need to impart and evaluation of the strengths and weaknesses of the schema.For example, Tescos strategy of expansion into chinaThis report outlines the opportunities go about Tesco as a result of its internationalist expansion strategy in Asia way on its current expansion in chinaware.LayoutStart with an executive summary.e.g. This way report sets out to evaluate the strengths and weaknesses as well as the opportunities and th reats associated with Tescos strategy of spliting a hygienic carriage in the sell securities industry in China. The specific strategy that is explored is that of developing four storey shop snappers. The move into China is part of a generic addition strategy by Tesco, particularly focussing on great(p) emerging food markets. The report shows that there ar significant opportunities in a market that was deserving 600 billion in 2010. Challenges facing management involve making for sure that all of the primary activities in the judge chain atomic number 18 efficacious and effective, and developing on-going relationships in China to ensure a pagan fit between Tescos objectives, and strategies and those of stakeholders in China.Next introduce your government.1.Tesco as an organisationTescos scopeToday Tesco is an international retailer of plate goods, food, and clothing, as well as providing a delivery service and banking service in more or less markets. Tescos home market is the UK, but since 2005 the corporation has increasely been developing its presence in new markets particularly continental Europe, the United States and Asia (including Thailand, South Korea, Indonesia and China).Tescos emulous strengthTesco is soon the worlds third largest international retailer after Wal-Mart and Carrefour. However, a recent report (2008, Global Retailing Preparing for Change, IGD) forecasted that by 2012 Tesco will be in second base position with an estimated growth rate of 12% comp atomic number 18d with Carrefours 7%. Tescos strength rests in providing value for money offers supported by sozzled leagues, and an effective supply chain.2.Tescos strategiesTescos generic strategyTesco has five main elements to its strategy. It is the set-back of these elements that this assignment focuses on in particular. The five airfields are1.To be an international retailer2.To maintain a strong core UK business3.To be as strong in non-food as in food4.To de velop retailing service5.And to put the community of interests at the inwardness of everything we do.The retailing market in the UK has become saturated. Tesco is the leading player in this market account for 1 in every 7 of grocery sales. However, the potence to increase growth in the UK is limited faced by increasing saturation of the market and intense competition. Tesco is therefore increasingly focussing on the development of new international markets. This includes the development of Fresh n clear stores in the US, and a range of new hypermarket skeletonats in Asia.2.2 Tescos strategy for ChinaTesco has targeted China as a particularly important growth opportunity.Tesco entered the Chinese market in 2004 by forming a 5050 supplyship with Ting Hsin Internal Group (with existing retailing outlets). Shenkar and Luo (p.319) argue that partner selection is widely recognised as a vital figure in Global Strategy Alliance success. They believe that benefits will that accrue fin ished the retention of a partner that can offer the complementary skills, competencies, or capabilities that will assist the firm in accomplishing its strategic objectives. Ting Hsins competencies included existing experience in the Chinese market, and strong links with topical anesthetic and regional government. Ting Hsin was able to provide Tesco with pick out how in relation to local run conditions (include local laws, and customer patterns). By 2006 Tesco was able to increase its stake in the partnership to a 9010 relationship. In 2008 Tesco rebranded its stores as Tesco Legou (Happy Shopping) to localise the branding of the product. Fateh, K (2008. p.355) identifies the value for multinationals of developing hybrid international strategies combining global integration with legion country focus. Tescos rebranding and focus on meeting the needs of local customers in China makes it possible to support locally veritable products with the vast marketing and pecuniary resource s of Tescos headquarters office.3 Tesco in China3.1 Features of the market in ChinaCurrently grocery sales in China are worth 600 billion (2010). There are 221 cities in China that are predicted to view more than one million inhabitants by 2025 compared with 35 in Europe now. It is urban dwellers in large cities that provide the target market for Tesco in China. In urban areas in China obtain malls lead become particularly popular locations for supermarkets. In China there are fewer cars than in the UK (2 per 100 population). Tesco has already opened four life blank space shopping centres.A lifespace shopping centre is made up of four floors. The basic floor contains the Tesco hypermarket. The other floors contain other shopping premises that whitethorn be leased to other companies to sell their goods often clothes and household items such as furniture.3.2 Expansion in ChinaTesco is expecting to quadruple its one-year sales in China between 2010 and 2015. The current strategy is to take 50 shopping malls in China by 2015 and to develop a supercharge 30.3.3 The advantages of the joint venture formatTescos partnership with Ting Hsin took the form of a joint venture set up for the purpose of ongoing cooperation (Stonehouse, G p.271). Ting Hsin already had 25 up market mall type stores in 25 locations. Tesco was therefore able to benefit from this strong presence in the market in China. The benefits for Ting Hsin related to Tescos global buying power, reputation and the strength of finance that Tesco could bring to the table.4.Tescos monetary strength4.1 sales and profitsTescos 2010 Income Statement showed a sales r chargeue of 57 billion from which it generated run profits of 3.4 billion.Tescos current strategy is that of growth. This growth strategy is built on sales growth. For the last ten years Tesco has generated operating margins in the UK of roughly 6%. However, sales growth in the UK is relatively slow. In the second quarter of 2010 sales gr owth in the UK was 5.3% (Tesco Income Statement, October 2010).4.2 Tescos financial strength in AsiaThe first two Asiatic markets that Tesco entered since 2000 were Thailand and South Korea. Tesco is currently making operating margins in these countries of 5%.The table below highlights Tescos financial position in AsiaSales and profits 2010 (Source Tesco Operating Report 2010)Asia Sales 5,725mAsia trading profit 228mAsia trading margin 4.6%Tesco is particularly interested in developing its presence in Asia. In the most recent yearly comp any(prenominal) review (2010), the Chief Executive statedOur important Asian markets in particular are emerging strongly fromrecession.In contrast, he pointed out that economic recovery in the UK is slow and steady.In the second quarter of 2010 Tesco reported the following figures for sales growthUK 5.3%Group 8.8%Asia 27.7%4.3 Tescos financial strength in ChinaIn 2010 Tescos sales in China were worth 848m. The company reported that it was on the ve rge of breaking til now in China. Tescos current strategy in China is to build 50 shopping malls in China by 2015 and to develop a further 30.5 Tescos trading operations in China5.1 Tescos focus areasTescos original strategy involved focussing on three regional areas. These were urban center areas in which average incomes were relatively high and in which consumers were already exposed to international influences. The three areas were Shanghai as a hub for operations in east China, Beijing in the North and Guangzhou in the South.5.2 Core competencys in ChinaTesco already source many products which go into its stores across the globe from Chinese manufacturers. It sources $1.1 billion of products from China a year. Tesco therefore has built strong relationships with local suppliers in China. Tesco has had many years of experience as a large retailer in developing supply contracts with suppliers in the UK. This is thus a core competence (Prahalad and Hamel, 1990) of the organisati on. Core competences are those attributes of an organisation that give ita distinct advantage over competitors. Other core competences that Tesco has built in China include centralised distribution centres. These reduce the numbers of deliveries ask to individual stores, thus resulting in impregnable cost savings. Tesco has also developed own brand products for China the value brand, and Tesco Legou.Another core competence is that of developing relationships. This fits in with Tescos strategy of putting the community at the heart of everything we do (Tesco Strategy document). Tesco has 58 stores in 22 cities in China. The company employs 17,600 staff, 99% of whom are local to the store.Tescos experience of driving value through all aspects of the value chain (Porter, 1974) in the UK pick out been applied to its operations in China including the organisation of inbound and outbound logistics, supermarket operations, market investigate and customer service.6 Management issues fa cing Tesco6.1 Cultural complexityA key issue facing Tesco management in developing operations in China relates to levels of cultural complexity. Fateh (p.132) distinguishes between countries with low context cultures corresponding the United Kingdom and countries with high context cultures such as China. The clog facing British managers in works in China is that whatsoever meanings and interpretations of events are not explicitly stated. This was an important reason for Tesco to create a joint venture partnership as a market entry strategy. By working with Chinese partners and Chinese managers Tesco has been able to deal with issues associated with cultural complexity and to develop strong networks of relationships within the local communities in which its stores have been sited.6.2 Potential areas for difficultyCarrefour and other international supermarket chains operating in China have had difficulties in some areas with regards to gaining planning license and licences to ope rate from local authorities. Initially Chinese government policy was to tho allow Foreign Direct Investment in the sector in collaboration with a local partner. Although this requirement has since been relaxed Tesco has chosen to work tight with its local partner in order to develop strong community relationships and thus an ongoing licence to operate in the regions were its malls are cited.7.Evaluation of the strategy7.1 Break-even pointTescos has announced that it is currently at the point of breaking even in China ( financial Times, 2010). Today, Tesco recognise Asia as being the major area for its international growth strategy. This compares with ten years ago when the company was well-nigh exclusively a UK retailer. The position is quite different today as shown by Tescos presence in AsiaNumber of stores (2010)UK 215Asia 186Sales area space (ooo square feet)UK 31,285Asia 28,838Operating margins are slightly higher in the UK when compared with Asia (about 1p in the higher), h owever, sales growth is much faster in Asia. Thailand and South Korea have already proved to be profitable markets for Tesco.7.2 Competitive challengesThe challenge facing Tesco in China is that it is a highly competitive market. Tesco is not the entirely company developing local partnership arrangements. Tesco has committed a substantial portion of its cash reserves and profits into investing in China. As shown in this report there are substantial economies of scale to be achieved by operating in central locations in Chinas thriving city areas. Key issues that managers need to face include ensuring ongoing strong relations with local partners and employees. Tescos competitive success rests in providing value for money products with relatively cheap prices. These competitive strengths go down well with Chinese consumers flavor for value for money.7.3 Credibility challengesDeveloping links in China requires working closely with local government authorities, and construction compani es to develop new malls. It is indwelling that Tesco makes sure that the quality of workmanship on these new malls is to the highest planning and safety standards. It is essential in sourcing products from local suppliers to ensure that all products meet the same levels of safety standards that Tesco employs in its other outlets across the globe. The market in China is potentially the most substantial on the globe. Tesco already sources substantial quantities of its supplies from Chinese manufacturers. There is thus every possibility that Tescos international strategy of growth will yield high sales revenues and profits in China. manakin references.You need to reference all of the texts that you include in your work.E.g.Fatehi, K, (2008) Managing Internationally, Succeeding in a Culturally Diverse World, Sage, London.You also need to reference any information you get directly from company reports and websites.E.g.Tesco, 2010, Annual Report and Financial Statements.