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STRATEGIC ANALYSIS OF TESCO SUPERMARKET

Jurnal Manajemen Terapan dan Keuangan · Vol. 6 No. 2 (2017) · hlm. 69–86

DOI
10.22437/jmk.v6i2.4046
ISSN
2685-9424, 2252-8636
Terbit
2017-10-20
Penerbit
Program Studi Manajemen Pemerintahan dan Keuangan Daerah Fakultas Ekonomi dan Bisnis Universitas Jambi
Bahasa
en
Lisensi
creativecommons.org/licenses/by/4.0

Abstrak

Having heavily invested in the entrance of Fresh & Easy to the US market, management is facing several questions and wonders what the best strategy will be in the near future. The central question examined and answered in this report is therefore; Which strategy should Tesco Fresh & Easy pursue in order to make a gross profit of 100 million in the US in 2013?. After a thorough internal and external analysis, a SWOT analysis is made, of which three relevant strategic options are derived. These possible strategic options are evaluated using several evaluation criteria and subsequently, one strategic option is suggested to be the best strategic option for Fresh & Easy in their current situation. This report concludes with It is suggested that implementing a customer intimacy and local focus is the best strategy for Fresh & Easy. Although it does not immediately realize the company’s initial objectives, it will help Fresh & Easy to survive in the US market and to be more profitable (in order to keep existing). Fresh & Easy should target the rapidly growing and ethically diverse population and focus on the ‘True friends’. It must position itself as the neighborhood supermarket that is responsible, interested, familiar, listens, interacts and offers the products that these customers wants. This report concludes with some implementation suggestions and broad financial forecasts. When implementing this customer intimacy and local strategy the right way, Fresh & Easy will most likely make profit after the approximately two years. Â

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Rekan penulisOrganisasiArtikel bersama
Hartati HartatiInstitut Agama Islam Negeri Kendari1
Yetniwati YetniwatiAfiliasi tidak diketahui1
Iskandar ZulkarnainAfiliasi tidak diketahui1
Siti KunartiAfiliasi tidak diketahui1
Raihan Fajri RamadhanAfiliasi tidak diketahui1
Hanan Laras SabrinaAfiliasi tidak diketahui1
Ade Perdana SiregarAfiliasi tidak diketahui1
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Istiqomah MalindaAfiliasi tidak diketahui1
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Sumber metadata: OAI-PMH (metadata jurnal) https://online-journal.unja.ac.id/index.php/mankeu/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 6 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">STRATEGIC ANALYSIS OF TESCO SUPERMARKET</dc:title>
	<dc:creator xml:lang="en">Fatricia, Raja Sharah</dc:creator>
	<dc:description xml:lang="en">Having heavily invested in the entrance of Fresh &amp;amp; Easy to the US market, management is facing several questions and wonders what the best strategy will be in the near future. The central question examined and answered in this report is therefore; Which strategy should Tesco Fresh &amp;amp; Easy pursue in order to make a gross profit of 100 million in the US in 2013?. After a thorough internal and external analysis, a SWOT analysis is made, of which three relevant strategic options are derived. These possible strategic options are evaluated using several evaluation criteria and subsequently, one strategic option is suggested to be the best strategic option for Fresh &amp;amp; Easy in their current situation. This report concludes with It is suggested that implementing a customer intimacy and local focus is the best strategy for Fresh &amp;amp; Easy. Although it does not immediately realize the company’s initial objectives, it will help Fresh &amp;amp; Easy to survive in the US market and to be more profitable (in order to keep existing). Fresh &amp;amp; Easy should target the rapidly growing and ethically diverse population and focus on the ‘True friends’. It must position itself as the neighborhood supermarket that is responsible, interested, familiar, listens, interacts and offers the products that these customers wants. This report concludes with some implementation suggestions and broad financial forecasts. When implementing this customer intimacy and local strategy the right way, Fresh &amp;amp; Easy will most likely make profit after the approximately two years.
 </dc:description>
	<dc:publisher xml:lang="en">Program Studi Manajemen Pemerintahan dan Keuangan Daerah Fakultas Ekonomi dan Bisnis Universitas Jambi</dc:publisher>
	<dc:date>2017-10-20</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://online-journal.unja.ac.id/mankeu/article/view/4046</dc:identifier>
	<dc:identifier>10.22437/jmk.v6i2.4046</dc:identifier>
	<dc:source xml:lang="en">Jurnal Manajemen Terapan dan Keuangan; Vol. 6 No. 2 (2017): Jurnal Manajemen Terapan dan Keuangan; 69-86</dc:source>
	<dc:source>2685-9424</dc:source>
	<dc:source>2252-8636</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://online-journal.unja.ac.id/mankeu/article/view/4046/5977</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2017 Raja Sharah Fatricia</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0</dc:rights>
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