乐购-TESCO营销PPT课件
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
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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
乐购
TESCO乐购自有品牌乐购是以生产“康师傅”方便面闻名的台湾顶新国际集团于1997年创立的连锁超市品牌，2006年由英国最大的零售商——Tesco控股经营，全名为“Tesco乐购”。
今天，我们主要考察乐购的自有品牌。
自有品牌商品是Tesco能稳坐英国超市头把交椅的秘笈所在，也是众多超市冀望提升盈利增强竞争优势的砝码一自有品牌类别他的自有品牌主要非为两个系列：1、乐购系列：挑选常年旺销品牌产品，保证产品质量，全能低于市场价。
标识为有一个箭头，红色为底色，黄色字“省”很醒目。
例如：陈醋、紫菜汤、饼干、蛋黄派、沙琪玛等。
它的标语为：“与知名品牌同等质量，价格更便宜”。
以此来吸引消费者的购买，让消费者花更少的钱上手同等于名牌商品的质量。
2、超值系列：为百姓定制的日用品，保证全年廉价销售。
超值系列的标识主要是统一的白色为底色，“乐购”两字为蓝色，“超值”标识为红。
例如：白糖、燕麦片、桃酥、果汁等。
他的标语为“全年低价供应”。
低廉的价格，似的他的自由产品在通常品种占有巨大的竞争优势。
二自有品牌的陈列第一，陈列面积大，一走进乐购超市就有他们的自有品牌商品。
在生活用品区域有乐购的垃圾桶、垃圾袋、烧烤炉等产品。
且摆设非常显眼醒目，都是用蓝色的颜色作为标价，方便顾客寻找。
第二，在有自有品牌和同类其他品牌产品的货架上，自有品牌大都摆在货架的两边，使得消费者一眼就注意到了乐购自有品牌商品。
并且在二层去三层的电梯两边，都有关于乐购自有品牌的宣传，引起消费者的注意。
三自有品牌商品包装乐购自有品牌的包装是简单干净的白色为底色，蓝色“乐购”字样，红色“超值”字样，或者红色底色，黄色“省”的字样。
主打颜色就是蓝色，清爽干净，辨识性强，方便顾客寻找到。
四自有品牌的发展现在，随着沃尔玛、家乐福等大的零售企业自有品牌的兴起，发展自有品牌对零售企业来说有着不可抗拒的吸引力。
发展自有品牌的一大优势即为其低廉的成本，首先因为减少了从生产到销售的中间环节，按照一般零售行业的供应链，从"原料-生产加工-经销商-零售商-顾客"，自有品牌没有经销商，显然大大节约了渠道成本。
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。
客户关系管理TESCO.pptx
• 通过软件分析，德士高将这些顾客划分成了十多 个不同的“利基俱乐部”(Niche-Club)，比如单 身男人的“足球俱乐部”、年轻母亲的“妈妈俱
乐部”等。“俱乐部卡”的营销人员为这十几个
“分类俱乐部”制作了不同版本的“俱乐部卡杂
志”，刊登最吸引他们的促销信息和其他一些他
们关注的话题。一些本地的德士高连锁店甚至还
德士高集团实行“俱乐部卡”以使得顾客的忠诚度增加，但 以前的积分卡都是虚而无用，而“俱乐部卡”积分规则十分简单 易懂，顾客可以从他们在德士高消费的数额中得到1%的奖励，每 隔一段时间，德士高就会将顾客累计到的奖金换成“消费代金 券”，邮寄到消费者家中。
德士高掌握了大量详实的顾客购买习惯数据，德士高将 这些顾客划分成了十多个不同的“利基俱乐部”(NicheClub)，比如单身男人的“足球俱乐部”、年轻母亲的“妈 妈俱乐部”等。“俱乐部卡”的营销人员为这十几个“分类 俱乐部”制作了不同版本的“俱乐部卡杂志”，刊登最吸引 他们的促销信息和其他一些他们关注的话题。甚至还在当地 为不同俱乐部的成员组织了各种活动。
零售消费者——要求产品质量好、价格低、外形好， 售后服务完善等； 企业客户——要求产品的兼容性高、质量好等； 代理商——要求产品性价格比高、供货渠道通畅，售 后服务完善等； 内部客户——要求良好的企业关怀、光明的企业前景、 信息交换迅速通畅等。
依据企业对客户的不同反应，可以将客户分为：
屈从型
关怀型
适应型
• “俱乐部卡”绝不是折扣卡
• Clive Humby介绍到，俱乐部卡”计划设 计之初就不仅仅将自己定位为简单的积 分计划，它就是德士高的营销战略，是 德士高整合营销策略的基础。”
• 德士高通过顾客在付款时出示“俱乐部 卡”，掌握了大量详实的顾客购买习惯
《乐购操作手册》幻灯片PPT
采购常规操作
年度规划实施与跟进
1、系统全年目标总量确实定、市场定位；
2、目标达成策略的制定：全年促销活动的档期、单品、方式，区域和 品类目标、活动方案规划；
3、按月、季度、半年、全年跟踪年度规划的实施和达成〔定期生意 回忆〕并实时做出相应调整；
4、追踪区域和门店的目标达成情况并及时做出通报，和相关门店负 责人做好生意回忆和下阶段工作方案。
乐购中国简介
店铺网络的强大威力
一家以量贩式大卖场为主的国际零售集团 由大陆沿海省份为大本营逐步向内陆省份扩张 注重品牌推广 经营运作
常规单品高毛利、促销单品低价格 一切促销都由总部/区采执行，门店没有任何促销变价权限。 对于品质的承诺 对于消费者
为增加消费者忠实度而投资 提供并不断增加各种效劳 创立自有品牌 与供给商一同致力于开发针对于消费者的专供装
开设3家这样的商店。
乐购系统简介
• 企业策略 • TESCO集团的七局部策略提出了明确的业务目标，以确保其实现
长期的可持续增长。2021年5月，菲利普·克拉克TESCO集团首席 执行官Philip Clarke,为TESCO的五大业务市场——英国、亚洲、欧 洲、美国和TESCO银行制定了这七局部策略。这一策略更加完善 了企业愿景，反映了不断变化的消费需求和其业务日益全球化 的性质。
乐购系统操作手册
广州分公司 KA
目录
1 乐购系统简述 2 乐购系统的操作 3 乐购门店的操作
乐
乐购系统简介
购
系 统
乐购中国简介
简
述
乐购中国现状
乐
乐购系统简介
购
系
统
简
述
乐购系统简介
• 特易购 - 根本简介 • 成立时间：1924年
乐购整理版1
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浙江工业大学
发展历史
1 2 3
1919，创始人杰克科恩，在伦 敦东区开始销售 食品。1929年， 第一家店在伦敦 开业。
4 5
1947年，在伦 敦证券所上市。 1948年，第一 家自助式商店开 始营业。
6
1956，第一家 超市在埃塞郡开 业。1968，第 一家大型超市建 成。
1974年，开始 销售石油。并且 在1979年它的年 度营业额超过10 亿英镑。
3、送货上门
2
3 4
浙江工业大学
1
2
3
4 5
未来计划 TESCO集团首席执行官Terry Leahy表 示：“在我们成功地应对经济衰退带来的挑战 时，我们的核心优势显得尤为重要。我们注重 顾客、拥有高度一致的战略、高效的运营模式 、强大的当地管理团队和乐于创新、分享的精 神。这一切不仅使我们能为顾客提升购物之旅 ，同时也使我们实现了一个强劲的财务表现。 “ 我们在英国的业绩正在稳步发展，销 售量正在提升；通过继续为长期发展而投资， 我们已为迎接全球经济复苏做好了准备。”
浙江工业大学
tesco 跨国特色
浙江工业大学
tesco 跨国特色——分店
Tesco在10个国家有超过1,１00家Express店 英国:773家 泰国:339家 波兰:46家 韩国:80家 日本：38家 土尔其：58家
浙江工业大学
tesco跨国特色——4大策 略
Tesco可持续发展的4大支柱
高档的，高市场 份额，高频繁购 买率，是高毛利 的贡献者
客过往购买的商品，分析出顾客可能有兴趣购 买的商品，以了解不同商品之间的潜在购买联 系，并据此改变这些商品在店铺中的摆放位置
。
浙江工业大学
TESCO(乐购市场营销战略)英文PPT课件
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
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
Quantitative research
3 HMs + 2 DSs (CR) & 3 HMs +1 DS (SR)
In–store; questioners
20 minutes, 100 questioners/store
乐购自有品牌课件
案例四：乐购自有品牌的国际化战略案例
总结词：乐购自有品牌通过国际化战略拓展海外市场， 提升品牌影响力和竞争力。
详细描述：乐购自有品牌的国际化战略是其品牌发展的 重要举措之一。通过深入了解海外市场需求和文化特点， 乐购自有品牌有针对性地研发和推广适合当地消费者需 求的产品。同时，乐购自有品牌积极寻求与海外合作伙 伴的深度合作，共同开拓市场。在国际化过程中，乐购 自有品牌还注重跨文化沟通和管理，尊重当地风俗习惯 和价值观，以实现品牌的可持续发展。此外，乐购自有 品牌还不断关注全球市场变化和新兴技术的发展，以适 应不断变化的市场环境。
乐购自有品牌在发展过程中， 不断推出新产品，并不断完善 产品线，以满足消费者的需求。
乐购自有品牌的产品类别
02
乐购自有品牌的市场分析
市场规模与增长
市场规模
增长趋势
消费者行为分析
消费群体
乐购自有品牌的消费者主要集中 在年轻人和中产阶级，他们对品 质和价格有一定的要求，并倾向 于购买具有创新和特色的产品。
THANKS
感谢观看
购买渠道
消费者购买乐购自有品牌的主要 渠道是乐购超市和线上平台，其 中线上平台的销售额占比逐年增 长，主要原因是消费者对便利性
和优惠的需求增加。
消费动机
消费者购买乐购自有品牌的主要 原因是其对品质的信任和价格的 合理性，同时，乐购自有品牌的 多样化产品也满足了不同消费者
的需求。
主要竞争对手分析
竞争对手
案例三：乐购自有品牌的供应链管理案例
总结词
乐购自有品牌的供应链管理策略通过优化供应商管理、 产品质量控制等环节，实现品牌快速发展。
详细描述
乐购自有品牌的供应链管理策略是确保产品质量和供应 稳定的关键。首先，乐购自有品牌与优质供应商建立长 期合作关系，通过加强供应商管理和产品质量控制，确 保产品从源头到餐桌的每一个环节都达到高标准品质要 求。其次，乐购自有品牌注重研发创新和产品升级换代， 不断推出符合市场需求的新品，提升品牌竞争力。此外， 乐购自有品牌还拥有完善的物流配送体系，确保产品快 速、准确地送达消费者手中。
tesco如何运用营销三条原理
TESCO如何运用营销三条原理TESCO简介TESCO 即特易购。
TESCO（乐购）是英国第一大零售商，全球排名第三。
TESCO的核心经营模式很简单：通过购买、配送以及向顾客出售产品和服务，并借助数据分析使每次的工作都能较前一次更上一层楼。
TESCO集团的七部分策略提出了明确的业务目标，以确保其实现长期的可持续增长。
2011年5月，菲利普·克拉克TESCO集团首席执行官Philip Clarke,为TESCO的五大业务市场——英国、亚洲、欧洲、美国和TESCO银行制定了这七部分策略。
这一策略更加完善了企业愿景，反映了不断变化的消费需求和其业务日益全球化的性质。
顾客价值A 营销的目的Tesco的营销目的就是创造顾客价值让顾客满意，从而获得顾客忠诚。
顾客忠诚给企业带来的好处：1、给生意带来更大的确定性，确定性代表了稳定的顾客关系。
这种稳定性表现为在习惯性的购买决策以及对竞争对手活动的免疫力。
2、有利于公司效益的增长3、节约为了赢得新顾客而付出的成本B 营销的任务价值等式V=B / P顾客价值的等式可以简单地表示为，可获得的利益与价格之比，也就是为客户创造服务效用与服务过程质量之和除以服务的价格与获得服务的成本之和。
所以实际上，tesco的顾客价值从两个方面的权衡：1、购买产品或服务中获得的总利益2、在购买或拥有时所付出的总代价客户在对可供选择的产品进行比较后，选中了他们认为会给自身带来最大利益的产品为提升顾客价值，tesco努力做到提升顾客获得的总利益（B），降低购买时付出的代价（P）。
从利益方面分析：1、低价策略为了应对Tesco的顾客对价格的更低要求，Tesco将110种产品降价，以他们独特的蓝白色包装传达每日商品的价值，以及减少他们到其他地方的购买频率。
2、客户服务TESCO的成功是建立在相互信任和尊重的基础上。
根据多年的经验，如果TESCO提供这样的环境，顾客会愿意再次光临购物。
如果TESCO的员工发现他们的付出是有所回报的，他们会更加努力地工作，服务顾客。
乐购-TESCO营销PPT课件
赠230.5万元人民币用于帮助 当地贫困家庭的学生读书以及 援建图书室。
Tesco在全国范围内开展“我向 旱区献甘霖”一元钱一瓶水募
捐活动，向西南旱区捐赠6580 箱矿泉水、捐款19多万元。
TESCA乐购的门店形式
TESCA乐购的自有品牌
为满足消费者对不同商品的需求，乐购超市在商品方面，除了加强与 供应商的合作，还推出了包括602种“超值系列”超市自有品牌商品和 741种“乐购系列”超市自有品牌商品。
目前，Tesco集团的业务不仅包括零售，还涉及金融、加油站、电信 和医药等领域，并获得了良好的国际声誉。此外，Tesco还积极拓展 目前广受顾客青睐的网上零售业务。
TESCA乐购的发展历程
1929年
“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。
01 02
TESCA乐购在中国营运状况
2004年，Tesco通过与当时拥有25家乐购超市的顶新国际集团携手合作，进 入中国市场。2006年底，我们将所持股份从50%增加到90%。2009年底，我 们从顶新国际集团收购了剩余的10%股份，实现对中国业务的完全控股。
此外，Tesco于2008年开始购地自建商业地产项目的业务运营。现在，Tesco 在中国采取租赁地产和商业地产相结合的发展策略，分别由Tesco零售公司和 Tesco地产公司运营。目前Tesco在中国的地产项目以“乐都汇购物中心”命 名。
TESCA乐购社会责任
关爱残疾青少年
支持慈善活动和社区项目
2008 - 2010年，Tesco连续三年投 我们在过去的20年里，为英国
入22万5千英镑（约270万元人民币） 赞助“埃弗顿-上海中英残疾人足球 合作项目”，为近万名残疾青少年 提供了专业的足球培训、超过300
经典案例分析与营销模式介绍V4-PPT精选文档
3
目录
1.TESCO简介
2.TESCO成功的因素分析
• 卓越的领导和组织----TESCO的大脑和脊柱 •“顾客导向”----TESCO的灵魂 • TESCO会员制 • 信息的搜集与分析----TESCO会员制的养料 • 会员沟通与会员活动----TESCO会员制的血肉
3.TESCO电子商务----百尺竿头更进一步 4.TESCO成功的启示
经典案例分析 与营销模式介绍
2019年8月
安客诚
®
TESCO会员制案例报告摘要
EXECUTIVE SUMMARY
TESCO
来自英国的TESCO是世界三大零售商之一。在零售业日益激烈的竞争环境中，沃尔玛进入成长
瓶颈、家乐福挣扎于盈利危机，而TESCO却一枝独秀，维持着优秀而稳定的增长势头。 零售商面对的是数量庞大而又充满差异的消费个体，如何最佳地理解、满足顾客并深层地与其 他们建立长期关系是每个零售商关心的重点。而TESCO在业内最著名的亮点就是其客户管理系统。 TESCO不仅懂得顾客，而且懂得运用这些信息服务于企业的长期目标。这些成功都不是偶然的， 它们具有很强的学习型和可复制性。TESCO的成功简要来说可以概括为下面四点： 首先，TESCO富于领导精神和效率的管理层是这个庞大的跨国企业发展的中流砥柱，发挥了有效 而有力的决断力和执行力。 其次，“以客户为核心”的价值观从1994年提出来开始就真正被TESCO作为决策和行为的准则。 客户是零售业争取的全部，赢得消费者青睐的TESCO当然在零售业遥遥领先。
1.TESCO EXTRA
TESCO 大卖场 TESCO 超市
尽量全面的食 超大型自助商 离市中心远的 一站式解决消 7,000平米+ 用和非食用商 场 城外 费 品线
乐购-tesco农产品自由品牌开发
位置：
• • • Occupying area: 占地面积： When to build: 始建日期： Items planted: 品项：
• •
Employees: 员工人数： Cover area: 覆盖区域：
Own-label Vegetable introduction 自有品牌蔬菜简介
Operation Flow 操作流程
Own-label Vegetable introduction 自有品牌蔬菜简介
4
Purposes 目的
• To provide customers safe vegetables with really good price. 为顾客提供既安全又便宜的蔬菜 For the first time TESCO has own-label leaf vegetable products in China “零的突破”：TESCO首次在中国推出自有品牌叶菜
10. Distribution management/配送管理 • Vegetable products are distributed to TESCO FFDC by refrigerated fleet of Hongyang Company 由弘阳公司自有冷藏车队配送至TESCO乐购FFDC
所用肥料农药均需有合格证不购买未推荐农药及禁药encodefertilizereasymanagement统购降低生产成本肥料农药编码有利管理operationflowoperationflow操作流程操作流程seedmanagement育苗管理allseedspurchasedfromshanghaiagriculturescienceinstituteshanghaimunicipalseedcompany所有种子均采购自上海农科院上海市种子公司fieldmanagement耕地管理controlfieldsituationsetupfieldoperationflow掌控耕地现况建立耕地作业流程productionmanagement生产管理professionalallocatejobobeyplantprotectionmanualhongyangcompanydecidepesticideuse专业分工遵循植物保护手册由弘阳公司开立用药施肥处方签交付农药肥料给农民使用pesticidecheck农药检验getsamplesdaysbeforeharvesteachbatchhavebiochemistrytestdoublecheckthemirregularly采收前三天采样每批进行生化检验不定期送试验所作化学检验10operationflowoperationflow操作流程操作流程harvestmanagement采收管理makerecordcarefullytypethemproductresumesystem完成纸本记录键入农产品产销履历系统核对纸本和电脑资料相符安排采收packagemanagement包装管理precoolproductsthroughicewaterpressurevacuum利用冰水差压或真空预冷达保鲜效果进行定位库存管理setupprofessionalvegetablelowtemperaturedistributioncenterhandlepackaging成立专业蔬菜低温包装物流中心负责分级包装10
乐购（Tesco）营销策略分析
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 CastelnauLibrary 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. This indicates 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 enterprisemust 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 ownerof 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). T escopoly: 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.。
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TESCA乐购发展策略
乐购的七部分策略提出了明确的业务目标，以确保做到长期的可持续 增长。这一策略的关键部分是让我们对所服务的社区的社会责任成为 我们的工作核心。通过负责任地经营，与顾客、供应商、专家合作伙 伴和非政府组织共同努力，我们的希望是让这个世界变得更适宜居住； 环境更好，人们生活得更健康和社会更加繁荣。
国 食 品 健 康 七 星 奖 — 信 赖 100 品 牌 榜 单”。
Tesco长期以来一直在环保建设领域不断地 探 索 和 发 展 。 早 在 2006 年 ， Tesco 就 提 出 了一个集团目标，即到2020年减少全球门 店 50% 的 碳 排 放 量 。 2007 年 ， Tesco 投 资 2500万英磅（约2亿5000万元人民币）和 曼彻斯特大学合作成立了一所可持续性消 费研究所（SCI），研究全球可持续性发展 的课题，并持续开发绿色节能店。2008 2012年，Tesco 在中国已开出66家节能环 保店，和普通门店相比年平均能耗减少 25%。上海上南店被中国连锁经营协会授 予“低碳示范商店”称号，成为全国百家 低碳示范商店首批20家示范店之一。
1. 增长英国的核心业务
2. 在门店和网上均成为杰出的国际零售商
3. 就像我们出售食品那样使我们出售的每一种商品都占据优势
4. 在我们的所有市场扩大零售服务
5. 把对所服务的社区的社会责任放到我们的工作核心
6. 成为最有价值品牌的创造者
7. 建设我们的团队，创造更多价值
TESCA乐购社会责任
今天，Tesco 已成为英国领先的零售商，并跻身于全球三大零售企业 之一，全球门店总数将近6,000家，员工总数约520,000人，每周为全 球数以万计名顾客提供服务。除英国外，Tesco还在其它12个国家开 展业务，包括欧洲的爱尔兰共和国、匈牙利、捷克共和国、斯洛伐克、 波兰和土耳其，亚洲的中国、马来西亚、韩国、泰国和印度，以及美 国。
TESCO 乐购
TESCO 乐购基本信息
外文 名字
TESCO Group
公司 口号
欢乐购物 每一天
总部 地点
英国赫特 福德
成立 时间
1919年
经营 范围
分布于全
球 13 个 国
家
公司 性质
外商独资
年营 业额
100亿英镑
TESCO 乐购简介
Tesco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。“Tesco”作为一个品牌首次于1929年在伦敦艾奇韦尔 （Edgware）大街亮相。自此，Tesco不断发展壮大，抓住各种有利 商机，在诸多领域引领创新潮流。
1形式是Jack Cohen先生在 市场里设立的一个小货摊。
03
1947年
在伦敦证券交易所上市。
1948年
第一家自助式商店开始营业， 时至今日，它依然作为一家 TESCO的城市店(Metro)运 营。
04 05
1993年
收购了法国食品零售商CATTEAU 的167家店铺。
目前，Tesco集团的业务不仅包括零售，还涉及金融、加油站、电信 和医药等领域，并获得了良好的国际声誉。此外，Tesco还积极拓展 目前广受顾客青睐的网上零售业务。
TESCA乐购的发展历程
1929年
“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。
01 02
责 任 优 秀 企 业 奖 ” 。 2011 年 ， Tesco 还获得了由中国红十字基金会、京华 公益基金和京华时报颁发的“年度最 佳企业公益实践奖”，以及由中国商 业联合会颁发的“年度中国绿色零售
贡献奖”。2011、2012年，Tesco连 续两年荣登由第一财经联合艺康集团 与中国食品科学技术学会举办的“中
TESCA乐购价值观
- 乐购崇信以人为本 –––- 我们的成功离不开顾客的支持和员工的努力。
只有顾客满意乐购所提供的商品和服务，他们才会再次光顾。只有让 员工感到自己的付出都能得到回报，他们才会加倍努力，为顾客提供 更加出色的服务。
- 我们的核心理念是为顾客创造价值，从而赢得他们终身的信任。
TESCA乐购社会责任
关爱残疾青少年
支持慈善活动和社区项目
企业社会责任是Tesco整体业务发展中的一个有机组成部分，体现在我们为 顾客提供低价优质的产品、为本地社区创造更多的就业机会，以及在保护环 境、支持慈善活动和社区项目等方面的积极参与。
企业社会责任得到广泛认可
节能环保
2010、2011年，Tesco连续两年获得 由中国外商投资企业协会、中国慈善 总会和中国企业报颁发的“中国社会
TESCA乐购的发展历程
06 1994年
收购了匈牙利的一家拥有15
1996年
1996年公司购买了KMART早 先在捷克和斯洛伐克拥有的 MAJ连锁店。
07
个店铺的食品连锁企业 GLOBLE。并购了一家57个 店铺的苏格兰食品连锁企业 WIN．LOW
08 2004年
2006年
乐购将所持股份从50%增加
09
乐购通过与当时拥有25家乐购超市 的顶新国际集团携手合作，进入中 国市场。
到90%
10 2013年
因销量下滑，英国最大零售商乐购公 司（Tesco）宣布，旗下131家门店 将与中国第二大超级连锁超市华润万 家合并，结束在华近十年的独立经营。
TESCA乐购的发展历程
TESCA乐购的标志
乐购原先叫Hymall（Hymall=happy buy mall 快乐地购 物），由台湾顶新集团控股，2004年的7月乐购被英国的 TESCO用1.4亿英镑收购乐购连锁超市50%的股权，因此 改名 叫 TESCO 。所以现在中国乐购的英文名纷纷改为 TESCO。2006年的12月世界第三大零售商英国Tesco斥资 1.8亿英镑，将其在乐购超市中持有的股份从50%增加到 90%，从而终结了两年来与台湾顶新集团“冲突中磨合” 的均股岁月。