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“They essentially tried to take a model that was successful in Britain and import it to the United States,” said author and industry expert Marc Levinson

Mark Levinson said they thought that, like the throngs of rail passengers overseas, the Inland region’s many long-distance commuters would gravitate to the stores as they headed for work. They didn’t.

Besides that, the chain expanded too fast, charged too much and offered too little variety to win a sufficient number of loyal customers in what Milwaukee supermarket analyst David J. Livingston characterized as an “amateurish attempt” to run a food business.

Pricing just wasn’t competitive enough to compel people to shop at the store

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1.) Pre-Family - Roshni
-Youthful, spontaneous shoppers
- Less frequent "Grocery shoppers"
- Lower brand loyalty

2.) Lower Affluent Families - The Wicks
- Less well off; tighter budget

3.) Higher Affluent Families - The Mayers
- Similar to Less Affluent but need to balance budgets, have busy                 work-lives, and make more routine grocery trips

4.) Lower Affluent Post-Families - Carol
- Bargain hunter; more time
-Routine shopping is considered more of an activity
-Prefers local ingredients when available

5.) Higher Affluent Post-Families - Dawn
- Have money and time to socialize, travel, and eat good foods
- Prefer more premium products, and shop local independents when         possible

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Low prices, driving down costs, driving out competition, food waste

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ulian Walker-Palin, Managing Director of ETANTE discusses how Tesco is engaging its suppliers to achieve its sustainability goals.Julian Walker-PalinTesco has committed to reduce its impact on the environment and to do this has set out a sustainability strategy that identifies environmental risks and opportunities in its supply chain.  Many of these environmental risks are systemic challenges that the whole industry faces, like climate change and deforestation. Tesco therefore knows it must work collaboratively with supplier partners, NGOs, industry bodies and other stakeholders to address these big issues.Read our report: Building resilient supply chains fit for the futureWhat is the size of the prize: Building resilient supply chains fit for the futureDownload now >As part of this, Tesco has launched a series of support packages for its suppliers – the next one is a focus session on developing a sustainability strategy.How does Tesco support its suppliers?All Tesco suppliers, in every category, whether bread, clothing or electronics, are entitled to membership of their supplier innovation platform, the Tesco Supplier Network (TSN).  This online platform is funded by Tesco and is aimed at helping its suppliers to become more environmentally sustainable.In addition, Tesco recognises there is a need for face-to-face sessions to enhance online activity and address specific challenges.  Tesco has brought ETANTE and 3Keel on board to support this process and to help run a series of events:Larger plenaries – three held so far in 2015;Smaller more focused sessions – ongoing;One-to-one tailored support – ongoingDeveloping a sustainability strategySustainability can often be seen as a complex, specialist topic and out-of-reach for many suppliers.  Tesco is passionate about changing this misconception and helping all its suppliers to unlock the potential benefits that a more sustainable business can bring.  One key element of enabling this is to have in place a strategy.  Suppliers have told Tesco that they would benefit from a focus session on building or refreshing an environmental sustainability strategy and so that will be the focus of the next  session.The event will take place at the end of May or start of June, to fit diaries, and there is space for 15 suppliers.  I’ll be running this session and will be sharing my learnings from previous sustainability roles at Asda and Tesco.  I’ll also take delegates through the key elements of building a strategy relevant to their own business in a hands-on way.

# data[].attributes.subject
ulian Walker-Palin, Managing Director of ETANTE discusses how Tesco is engaging its suppliers to achieve its sustainability goals.Julian Walker-PalinTesco has committed to reduce its impact on the environment and to do this has set out a sustainability strategy that identifies environmental risks and opportunities in its supply chain.  Many of these environmental risks are systemic challenges that the whole industry faces, like climate change and deforestation. Tesco therefore knows it must work collaboratively with supplier partners, NGOs, industry bodies and other stakeholders to address these big issues.Read our report: Building resilient supply chains fit for the futureWhat is the size of the prize: Building resilient supply chains fit for the futureDownload now >As part of this, Tesco has launched a series of support packages for its suppliers – the next one is a focus session on developing a sustainability strategy.How does Tesco support its suppliers?All Tesco suppliers, in every category, whether bread, clothing or electronics, are entitled to membership of their supplier innovation platform, the Tesco Supplier Network (TSN).  This online platform is funded by Tesco and is aimed at helping its suppliers to become more environmentally sustainable.In addition, Tesco recognises there is a need for face-to-face sessions to enhance online activity and address specific challenges.  Tesco has brought ETANTE and 3Keel on board to support this process and to help run a series of events:Larger plenaries – three held so far in 2015;Smaller more focused sessions – ongoing;One-to-one tailored support – ongoingDeveloping a sustainability strategySustainability can often be seen as a complex, specialist topic and out-of-reach for many suppliers.  Tesco is passionate about changing this misconception and helping all its suppliers to unlock the potential benefits that a more sustainable business can bring.  One key element of enabling this is to have in place a strategy.  Suppliers have told Tesco that they would benefit from a focus session on building or refreshing an environmental sustainability strategy and so that will be the focus of the next  session.The event will take place at the end of May or start of June, to fit diaries, and there is space for 15 suppliers.  I’ll be running this session and will be sharing my learnings from previous sustainability roles at Asda and Tesco.  I’ll also take delegates through the key elements of building a strategy relevant to their own business in a hands-on way.

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Major shareholders - Investment companies

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Major shareholders - Investment companies

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BlackRock, Inc. | 6.65 %
Norges Bank | 5.96
Schroders plc | 4.99
GIC Private Limited | 3.08

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Tesco: -	Middleman, goods and services. –multiple channels. -	‘better qualirt of life and easier way of living’. -	Minimimise to maximise profit. -	Control the market, based on solely on price. -	Cheapest Tuna. On own brands. -	Control the supply chain. Cost Control - Lack of synergy; - Overstating of profits lead to 129million fine. Create Value; Customer satisfaction, albeit for cost. Provide the service – food delivery. Free Tesco magazine; giving ideas for recipes etc. Increasing their own brand. Creating value for external in

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Tesco: -	Middleman, goods and services. –multiple channels. -	‘better qualirt of life and easier way of living’. -	Minimimise to maximise profit. -	Control the market, based on solely on price. -	Cheapest Tuna. On own brands. -	Control the supply chain. Cost Control - Lack of synergy; - Overstating of profits lead to 129million fine. Create Value; Customer satisfaction, albeit for cost. Provide the service – food delivery. Free Tesco magazine; giving ideas for recipes etc. Increasing their own brand. Creating value for external in

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Challenge - Online shopping vs Brick and mortar

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Challenge - Online shopping vs Brick and mortar

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Lewis believes big out-of-town supermarkets are not the dinosaurs they have been portrayed as. With sales continuing to slump, it will be Davies’ job to ensure Tesco’s vast collection of behemoths don’t become extinct. Now that shoppers are buying TVs, music and film over the internet, Tesco’s biggest stores have got space to spare. Persuading shoppers that driving to a large store is more convenient than a trip to Lidl and other high street discounters is not just about cutting prices but also finding the right mix of services.

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Tesco is the third largest retailer in the world and number one supermarket in the U.K.

10.5% pay rise this year

70% of employees stated they would recommend Tesco as a great place to workAs much as 77 per cent of managers, directors and business leaders within the company made career progress

The percentage gap in payment between the male and female employees in the UK is less than 1 per centAbout 57 per cent of employees are females.

23 per cent members of Board of Directors and 24 per cent of Senior Managers – Directors are represented by females

66% recommend Tesco on Glassdoor

Rating on Glassdoor is 3.5

High approval rating on CEO on Glassdoor

https://research-methodology.net/tesco-csr-overview/

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Tesco overstated profits in 2014 and were fined 129 million over the accounting scandal

After last year’s £263m accounting scandal, Davies will have to show that Tesco has changed its ways. Deals with suppliers are already being overhauled.

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But Tesco has also been going through a brutal process of cost-cutting, with tiers of management removed from stores and thousands of jobs going at its head offices. The group is also dumping its final-salary pension scheme and changing the way it calculates staff bonuses.

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CSR / Brand equity / Value for stakeholders

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CSR / Brand equity / Value for stakeholders

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The Tesco-sponsored Sustainable Consumption Institute at Manchester University

One of the first moves by Tesco chief executive Dave Lewis, who arrived in September, was to put more staff on the shop floor in an attempt to improve service

CHARITY

In 2012, named one of the top ten green companies by the Carbon Disclosure Project in the UK.

Best Charity Partnership in the Retail for work with Alzheimer’s Society.

CLIMATE CHANGE * Co-ordination chlallenges*

Any new stores built between 2007 and 2020 emit half the CO2 of a 2006 new store

The company has created a number of  Sustainable Farming Groups which comprises around 650 dairy farmers

COMMUNITY

Offer 10,000 internships for students

Removed 2,500 tonnes of saturated fat and 3,000 tonnes of salt from products since 2005.

Helped over 4.5 million people around the world get active

WATER

32.6 million cubic meters reduction in direct water consumption

Rrecycles and re-uses energy about 84 per cent of food and non-food waste

Achieved a total CO2 emission reduction of 40.9 %

Net carbon footprint in 2014/15 was 5.6 million tonnes of CO₂