Tesco

Case Solution for Tesco PLC: Strategy for India

Complete Case details are given below :

Case Name :      Tesco PLC: Strategy for India
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W14323
Discipline :        International Business
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
As multinational enterprises expand operations in emerging economies, identifying and responding to unique marketing challenges may require strategy that focuses on local adaptation and global integration on a country by country basis. In March 2014, Tesco PLC (Tesco), the largest retailer in the United Kingdom and the third largest supermarket group in the world, has signed an agreement with Trent Hypermarkets, the retail division of the Tata Group, a leading Indian business conglomerate, for setting up a 50:50 joint venture (JV) in Indian retail. Tesco is committed to investing £85 million (US$110 million) as its share of capital. As it gets down to the basics of operating the JV, the management of Tesco, head quartered in London, United Kingdom, is facing three major dilemmas: How should Tesco sustain the advantage of being the first global multi-brand retailer to be allowed to invest in India? How should it fine-tune its tried and tested global business model to suit Indian retail? How could the company avoid the kind of failure it had experienced in the U.S. market, which it exited in April 2013?
 
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Case Solution for Industrial Unrest at Tesco Cranes

Complete Case details are given below :
Case Name :      Industrial Unrest at Tesco Cranes
Authors :           Harshita Singh, Debi S. Saini
Source :             Ivey Publishing
Case ID :            W14591
Discipline :        Organizational Behavior
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The owner of Tesco Cranes Engineers Pvt. Ltd. was considering the impact of various issues that had led to the closure of the company’s sub-assembly plant in December 2012. Despite his efforts, he had not been able to stop workers from joining a regional trade union in July 2012. Immediately after joining the trade union, workers had slowed down production and gone on strike. Later, the plant had been closed by the owner. The company had suffered a production decline as a consequence of the strike and the subsequent plant closure. In view of these unexpected events, the owner was facing a dilemma. On one hand, he was wondering whether he should take proactive action to prevent a similar situation from occurring in the other two Tesco Cranes Engineers Pvt. Ltd. plants in the future. On the other hand, he was questioning whether it had been ethical of him to close the sub-assembly plant; he knew that this decision had left all of those workers unemployed and helpless, with most of them doing menial work or returning to their villages.
 
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Case Solution for Tesco’s Fresh & Easy: Learning from U.S. Exit

Complete Case details are given below :
Case Name :      Tesco’s Fresh & Easy: Learning from U.S. Exit
Authors :           Christopher Williams, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W13504
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In mid-April 2013, the chief executive officer of Tesco PLC, the world’s third largest global retailer headquartered in London, United Kingdom, must explain to shareholders his decision to close down the operations of the fully owned subsidiary, Fresh & Easy Neighborhoods Market Inc., in the United States. Following a December 2012 strategic review that reported that the subsidiary was not delivering acceptable returns, operations have already been discontinued and a buyer is being sought. Although the focus on fresh food to ameliorate the health care costs of obesity in the United States was a driver for establishing the subsidiary, the effects of the 2008 recession discouraged consumers from paying the higher costs of fresh food. Is exiting the United States the right decision for Tesco? How should the process of exit be managed? Are there any takeaways from the U.S. operations that Tesco can apply elsewhere in its global strategy?
 
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