To be as strong in everything they sell as well as food:
In 1997, Tesco was a huge UK food retailer. To increase profits, they set themselves the challenge of becoming “as strong in non-food as in food”. Now in 2012, Tesco’s have became involved in much more than groceries. They now offer an extensive clothing line, credit and debt cards, mobile phone coverage and insurance, to say a few. Tesco now aim to be as strong in everything they sell as well as food.
To be responsible for the development of communities located in proximity to Tesco:
In 2007, Tesco added a fifth element to their extensive strategy to fortify their pledge to communities and the environment. They altered their goal slightly in 2011 by stressing their responsibilities in these fields.
To be the creator of highly valued brands:
The Tesco brand has developed into a wide range of store, product and service brands across the world, examples are Tesco Value an Finest. Across each competitive market, Tesco’s own-label program appeals to their customers as it provides high quality products, at low, easy to afford prices.
To build a team to create more value:
Our final goal is to build our team so that we create more value. As our business continues to grow and diversify we need more leaders to run the many substantial businesses and support functions within the Group. Our leaders not only have an important role today, but also have a responsibility to help build a bigger and better team for the future. Tesco’s most important asset will always be its people, who live by our Values to do their very best for customers.
To try their hardest for customers:
Tesco aim to understand the various needs of customers and deal with them in a friendly and efficient manner. They also aim to be first to meet a customer’s needs and to act responsibly towards the local community and the surrounding environment.
Treat people how they like to be treated:
The Tesco staff strives to work as a team and trust and respect each other. This is to create a positive work environment and encourages constructive behavior when dealing with customers. Tesco encourages manners within their work force, which inspires the various employees to listen and provide support to fellow colleagues (This includes sharing knowledge and experience).
Tesco also have what they call their “steering wheel.” This is a wheel that contains the aims of the customer, community, finance, people, and operations. According to the wheel, the customers want friendly staff, they don’t want to queue, low prices, availablilty of required stock
