# data[].attributes.body
Anon,(2016). [online] Available at: http://www.milkingredients.ca/userfiles/expert/pdf/expert2010-01_en.pdf [Accessed 5 Aug. 2016].

RAM CHARAN AND A.G. LAFLEY (2008). Why Innovation Matters. [online] Available at: http://www.fastcompany.com/874798/why-innovation-matters [Accessed 5 Aug. 2016]. ���:(�Q6p��

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Innovation is the key idea that is shaping corporate life, helping leaders conceive previously unimagined strategic options. Take acquisitions, as an example. Most are justified on the basis of cost and capital reduction: for example, the merger of two pharmaceutical companies and the global rationalization of overhead and operations and the savings from combining two sales forces and R&D labs. You can, however, buy earnings through acquisitions for only so long; cost-control, however necessary, is a defensive strategy.

Innovation enables you to see potential acquisitions through a different lens, looking at them not just from a cost perspective, but also as a means of accelerating profitable top-line revenue growth and enhancing capabilities. For example, the innovation capabilities of P&G were enhanced by its acquisition of Gillette. Its market-leading brands (such as Gillette, Venus, Oral B, and Duracell) are platforms for future innovations; and core technologies in blades and razors, electronics, electromechanics, and power storage strengthen the technology portfolio from which P&G can innovate in the future.

Innovation also provides an edge in being able to enter new markets faster and deeper. In large part, it is P&G's revived innovation capacity that is allowing it to make inroads into developing markets, where growth is double that in rich countries.

Innovation puts companies on the offensive. Consider how Colgate and P&G, effective serial innovators, have innovated Unilever out of the U.S. oral-care market. The company that builds a culture of innovation is on the path to growth. The company that fails to innovate is on the road to obsolescence. The U.S. domestic automakers and major companies such as Firestone, Sony, and Kodak all used to be industry leaders, even dominators. But they all fell behind as their challengers innovated them into second place (or worse).

Peter Drucker once said that the purpose of a business enterprise is "to create a customer." Nokia became number one in India by using innovation to create 200 million customers. Through observing the unique needs of Indian customers, particularly in rural villages where most of the population resides, it segmented them in new ways and put new features on handsets relevant to their unique needs. In the process, it created an entirely new value chain at price points that give the company its desired gross margin. Innovation, thus, creates customers by attracting new users and building stronger loyalty among current ones. That's a lot in itself, but the value of innovation goes well beyond that. By putting innovation at the center of the business, from top to bottom, you can improve the numbers; at the same time, you will discover a much better way of doing things - more productive, more responsive, more inclusive, even more fun. People want to be part of growth, not endless cost cutting.

A culture of innovation is fundamentally different from one that emphasizes mergers and acquisitions or cost cutting, both in theory and practice. For one thing, innovation leaders have an entirely different set of skills, temperament, and psychology. The M&A leader is a deal maker and transactionally oriented. Once one deal is done, he moves to the next. The innovation leader, while perhaps not a creative genius, is effective at evoking the skills of others needed to build an innovation culture. Collaboration is essential; failure is a regular visitor. Innovation leaders are comfortable with uncertainty and have an open mind; they are receptive to ideas from very different disciplines. They have organized innovation into a disciplined process that is replicable. And, they have the tools and skills to pinpoint and manage the risks inherent in innovation. Not everyone has these attributes. But companies cannot build a culture of innovation without cultivating people who do.

Myths of Innovation

The idea of innovation has become encrusted by myth. One myth is that it is all about new products. That is not necessarily so. New products are, of course, important but not the entire picture. When innovation is at the center of a company's way of doing things, it finds ways to innovate not just in products, but also in functions, logistics, business models, and processes. A process like Dell's supply chain management, a tool like the monetization of eyeballs at Google, a method like Toyota's Global Production System, a practice like Wal-Mart's inventory management, the use of mathematics by Google to change the game of the media and communications industries, or even a concept like Starbucks's reimagining of the coffee shop - these are all game-changing innovations. So was Alfred Sloan's corporate structure that made GM the world's leading car company for decades, as was P&G's brand management model.

Another myth is that innovation is for geniuses like Chester Floyd Carlson (the inventor of photocopying) or Leonardo da Vinci: Throw some money at the oddballs in the R&D labs and hope something comes out. This is wrong. The notion that innovation occurs only when a lone genius or small team beaver away in the metaphorical (or actual) garage leads to a destructive sense of resignation; it is fatal to the creation of an innovative enterprise.

Of course, geniuses exist and, of course, they can contribute bottom-line-bending inventions (see Jobs, Steven). But companies that wait for "Eureka!" moments may well die waiting. And remember, while da Vinci designed a flying machine, it could not be built with the technology available at the time. True innovation matters for the present, not for centuries hence. Another genius, Thomas Edison, had the right idea: "Anything that won't sell, I don't want to invent. Its sale is proof of utility and utility is success," he told his associates in perhaps his most important invention - the commercial laboratory. "We can't be like those German professors who spend their whole lives studying the fuzz on a bee," he said. Generating ideas is important, but it's pointless unless there is a repeatable process in place to turn inspiration into financial performance.

Innovation is a Social Process

To succeed, companies need to see innovation not as something special that only special people can do, but as something that can become routine and methodical, taking advantage of the capabilities of ordinary people, especially those deemed by Peter Drucker as knowledge workers. It is easy to put it off because you are rewarded for today's results, because the organization doesn't seem to support or value innovation, because you don't know where to find ideas, because innovation is risky, or because it is not easily measured. But these are excuses, not reasons. We have both observed and practiced innovation as a process that all leaders can use and continue to improve. It is broader, involves more people, can happen more often, and is more manageable and predictable than most people think.

But making innovation routine involves people. In real life, ideas great or good do not seamlessly work their way from silo to silo. No, from the instant someone devises a solution or a product, its journey to the market (or oblivion) is a matter of making connections, again and again. Managing these interactions is the crux of building an innovation organization. In a phrase that will recur throughout this book, innovation is a social process. And this process can only happen when people do that simple, profound thing - connect to share problems, opportunities, and learning. To put it another way, anyone can innovate, but practically no one can innovate alone.

When you as a leader understand this, you can map, systematize, manage, measure, and improve this social process to produce a steady stream of innovations - and the occasional blockbuster. Innovation is not a mystical act; it is a journey that can be plotted, and done over and over again. It takes time and steady leadership, and can require changing everything from budget and strategy to capital allocation and promotions. It definitely requires putting the customer front and center, and opening up the R&D process to outside sources, including competitors. But it can be done.

And no, belying another myth: Size doesn't matter. Innovation can happen in companies as large as P&G, Best Buy, GE, Honeywell, DuPont, and HP and as small as my father's shoe store in India. I remember vividly how we used to sit up on the roof to get a whiff of relief from the evening heat, talking about what to do better and how. When I was nine years old in 1948, we changed the game of the shoe business in Hapur, the town where we lived and our business was located. Even though we had no sophisticated understanding of branding - in fact we never used the word brand - we named a line of shoes "Mahaveer" (after my cousin) and targeted it at the "rich people" largely associated with the local grain trading exchange, the second largest in India. We persuaded manufacturers to produce a special line of shoes for this target audience and became number one in town in less than two years. The profits from this innovation funded my formal education in India.

from the book The Game Changer by A.G. Lafley and Ram Charan Published by Crown Business; April 2008

# data[].attributes.attachment_link.description
Innovation is the key idea that is shaping corporate life, helping leaders conceive previously unimagined strategic options. Take acquisitions, as an example. Most are justified on the basis of cost and capital reduction: for example, the merger of two pharmaceutical companies and the global rationalization of overhead and operations and the savings from combining two sales forces and R&D labs.

# data[].attributes.attachment_link.readable_text
Innovation is the key idea that is shaping corporate life, helping leaders conceive previously unimagined strategic options. Take acquisitions, as an example. Most are justified on the basis of cost and capital reduction: for example, the merger of two pharmaceutical companies and the global rationalization of overhead and operations and the savings from combining two sales forces and R&D labs. You can, however, buy earnings through acquisitions for only so long; cost-control, however necessary, is a defensive strategy.

Innovation enables you to see potential acquisitions through a different lens, looking at them not just from a cost perspective, but also as a means of accelerating profitable top-line revenue growth and enhancing capabilities. For example, the innovation capabilities of P&G were enhanced by its acquisition of Gillette. Its market-leading brands (such as Gillette, Venus, Oral B, and Duracell) are platforms for future innovations; and core technologies in blades and razors, electronics, electromechanics, and power storage strengthen the technology portfolio from which P&G can innovate in the future.

Innovation also provides an edge in being able to enter new markets faster and deeper. In large part, it is P&G's revived innovation capacity that is allowing it to make inroads into developing markets, where growth is double that in rich countries.

Innovation puts companies on the offensive. Consider how Colgate and P&G, effective serial innovators, have innovated Unilever out of the U.S. oral-care market. The company that builds a culture of innovation is on the path to growth. The company that fails to innovate is on the road to obsolescence. The U.S. domestic automakers and major companies such as Firestone, Sony, and Kodak all used to be industry leaders, even dominators. But they all fell behind as their challengers innovated them into second place (or worse).

Peter Drucker once said that the purpose of a business enterprise is "to create a customer." Nokia became number one in India by using innovation to create 200 million customers. Through observing the unique needs of Indian customers, particularly in rural villages where most of the population resides, it segmented them in new ways and put new features on handsets relevant to their unique needs. In the process, it created an entirely new value chain at price points that give the company its desired gross margin. Innovation, thus, creates customers by attracting new users and building stronger loyalty among current ones. That's a lot in itself, but the value of innovation goes well beyond that. By putting innovation at the center of the business, from top to bottom, you can improve the numbers; at the same time, you will discover a much better way of doing things -- more productive, more responsive, more inclusive, even more fun. People want to be part of growth, not endless cost cutting.

A culture of innovation is fundamentally different from one that emphasizes mergers and acquisitions or cost cutting, both in theory and practice. For one thing, innovation leaders have an entirely different set of skills, temperament, and psychology. The M&A leader is a deal maker and transactionally oriented. Once one deal is done, he moves to the next. The innovation leader, while perhaps not a creative genius, is effective at evoking the skills of others needed to build an innovation culture. Collaboration is essential; failure is a regular visitor. Innovation leaders are comfortable with uncertainty and have an open mind; they are receptive to ideas from very different disciplines. They have organized innovation into a disciplined process that is replicable. And, they have the tools and skills to pinpoint and manage the risks inherent in innovation. Not everyone has these attributes. But companies cannot build a culture of innovation without cultivating people who do.

The idea of innovation has become encrusted by myth. One myth is that it is all about new products. That is not necessarily so. New products are, of course, important but not the entire picture. When innovation is at the center of a company's way of doing things, it finds ways to innovate not just in products, but also in functions, logistics, business models, and processes. A process like Dell's supply chain management, a tool like the monetization of eyeballs at Google, a method like Toyota's Global Production System, a practice like Wal-Mart's inventory management, the use of mathematics by Google to change the game of the media and communications industries or even a concept like Starbucks's reimagining of the coffee shop -- these are all game-changing innovations. So was Alfred Sloan's corporate structure that made GM the world's leading car company for decades, as was P&G's brand management model.

Another myth is that innovation is for geniuses like Chester Floyd Carlson (the inventor of photocopying) or Leonardo da Vinci: Throw some money at the oddballs in the R&D labs and hope something comes out. This is wrong. The notion that innovation occurs only when a lone genius or small team beaver away in the metaphorical (or actual) garage leads to a destructive sense of resignation; it is fatal to the creation of an innovative enterprise.

Of course, geniuses exist and, of course, they can contribute bottom-line-bending inventions (see Jobs, Steven). But companies that wait for "Eureka!" moments may well die waiting. And remember, while da Vinci designed a flying machine, it could not be built with the technology available at the time. True innovation matters for the present, not for centuries hence. Another genius, Thomas Edison, had the right idea: "Anything that won't sell, I don't want to invent. Its sale is proof of utility and utility is success," he told his associates in perhaps his most important invention -- the commercial laboratory. "We can't be like those German professors who spend their whole lives studying the fuzz on a bee," he said. Generating ideas is important, but it's pointless unless there is a repeatable process in place to turn inspiration into financial performance.

Innovation is a Social Process

To succeed, companies need to see innovation not as something special that only special people can do, but as something that can become routine and methodical, taking advantage of the capabilities of ordinary people, especially those deemed by Peter Drucker as knowledge workers. It is easy to put it off because you are rewarded for today's results, because the organization doesn't seem to support or value innovation, because you don't know where to find ideas, because innovation is risky, or because it is not easily measured. But these are excuses, not reasons. We have both observed and practiced innovation as a process that all leaders can use and continue to improve. It is broader, involves more people, can happen more often, and is more manageable and predictable than most people think.

But making innovation routine involves people. In real life, ideas great or good do not seamlessly work their way from silo to silo. No, from the instant someone devises a solution or a product, its journey to the market (or oblivion) is a matter of making connections, again and again. Managing these interactions is the crux of building an innovation organization. In a phrase that will recur throughout this book, innovation is a social process. And this process can only happen when people do that simple, profound thing -- connect to share problems, opportunities, and learning. To put it another way, anyone can innovate, but practically no one can innovate alone.

When you as a leader understand this, you can map, systematize, manage, measure, and improve this social process to produce a steady stream of innovations -- and the occasional blockbuster. Innovation is not a mystical act; it is a journey that can be plotted, and done over and over again. It takes time and steady leadership, and can require changing everything from budget and strategy to capital allocation and promotions. It definitely requires putting the customer front and center, and opening up the R&D process to outside sources, including competitors. But it can be done.

And no, belying another myth: Size doesn't matter. Innovation can happen in companies as large as P&G, Best Buy, GE, Honeywell, DuPont, and HP and as small as my father's shoe store in India. I remember vividly how we used to sit up on the roof to get a whiff of relief from the evening heat, talking about what to do better and how. When I was nine years old in 1948, we changed the game of the shoe business in Hapur, the town where we lived and our business was located. Even though we had no sophisticated understanding of branding -- in fact we never used the word brand -- we named a line of shoes "Mahaveer" (after my cousin) and targeted it at the "rich people" largely associated with the local grain trading exchange, the second largest in India. We persuaded manufacturers to produce a special line of shoes for this target audience and became number one in town in less than two years. The profits from this innovation funded my formal education in India.

from the book The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation by A.G. Lafley and Ram Charan Published by Crown Business; April 2008;$27.50US/$32.00CAN; 978-0-307-38173-6

A.G. Lafley is the chairman and CEO of P&G, which is consistently recognized as one of the most admired companies in the world and a great developer of business leaders. A.G. was named CEO of the year in 2006 by Chief Executive magazine and serves on the boards of GE and Dell. His first opportunity to manage a business came when he was in the Navy and in charge of retail and services businesses for ten thousand Navy and Marine Corps people and their families. After the Navy he went to Harvard Business School, and then joined P&G following graduation. He started as a brand assistant for Joy in 1977 and was appointed CEO in June of 2000.

Ram Charan is the author or coauthor of many bestselling business books, including What the CEO Wants You to Know and Execution. For more than forty years, he has worked behind the scenes at Fortune 100 companies like GE, Bank of America, DuPont, Thomson Financial, Honeywell and The Home Depot to help senior executives develop and implement strategic plans and practice their business acumen. His articles have been published in Fortune magazine and Harvard Business Review, and his other books include What the Customer Wants You to Know, Boards At Work, and The Leadership Pipeline. www.ram-charan.com www.acumenlearning.com

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Innovation is key to the success of both large companies and small. In this excerpt from The Game Changer by A.G. Lafley and Ram Charan, find out how innovation has helped companies like P&G develop new markets and stay ahead of the competition.

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ASDA SWOT Analysis, USP & Competitors
http://www.mbaskool.com/brandguide/lifestyle-and-retail/2040-asda.html
Accessed 26th July 2016

Tesco Plc 2016
Tesco Groceries
http://www.tesco.com/groceries/zones/default.aspx?name=tesco-finest&icid=GSR_Finest        Accessed  26th July 2016

Montgomery, A  2009
https://www.designweek.co.uk/issues/august-2009-online/brands-and-own-brands-are-battling-for-supermarket-supremacy/
(Accessed 18th July 2016)

Datamonitor Tesco Plc  2004
https://people.exeter.ac.uk/wl203/BEAM011/Materials/Lecture%204/TESCO%20Company%20Profile.pdf
Accessed 17th July 2106

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Smith

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The strengths of ASDA can socially responsible through CSR in tiatives and marketing company.The weaknesses is linited global presence. The ASDA can have many new market.However Ever changing policies of various central govts

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TESCO strengths is cheaper , have online and brand value.The weaknesses is debt reduction signs point to serial.TESCO can develop the heath and beauty. However, UK structural change could speak a price war

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Tesco have enough brand value but them are too reliance upon the UK market.The threats of Tesco is oversea returns could fail.

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ADSA have wide range of profuct and offerings financial services.but there are limit global presence for ASDA. however,there are some opportunities for ASDA,them can expand more new areas.there are also some threat about other retail chains brand.

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The opportunities of ASDA is can open the new areas, such as jewelry, opticians and photo department.
The threats of ASDA is low price will bring many pressure. And they will have price war with other supermarket.

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SWOT Analysis of ASDA with USP, Competition, STP (Segmentation, Targeting, Positioning) - Marketing Analysis

1. Wide range of product offerings and service offerings include financial services
2. Known for its amazing marketing campaigns
3. In constant touch with its customers via social networking - asks feedback, conducts competitions, etc.
4. Socially responsible through CSR initiatives
5. Has over 140,000 employees working at over 500 stores

1.Limited global presence as compared to few other competitors

2. Their ability to sell prices have restricted their entrance is few countries as the country fear a competition with local vendors

1.Expanding in new areas of pharmacies, opticians, jewelry and photo department.

2. Venturing into markets that are growing like India, China etc

1. Price war with other retail chains brands
2.Pressure of maintaining low prices.

3. Ever changing policies of various central govts

The table above concludes the ASDA SWOT analysis along with its marketing and brand parameters.

Browse marketing analysis of more brands and companies similar to ASDA. The BrandGuide section covers SWOT Analysis, USP, STP & Competition of more than 6000 brands from over 20 categories.

Search & Explore : BrandGuide

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ASDA SWOT Analysis | USP & Competitors | BrandGuide | MBA Skool-Study.Learn.Share.

# data[].attributes.attachment_link.description
SWOT Analysis of ASDA with USP, Competition, STP (Segmentation, Targeting, Positioning) - Marketing Analysis 1. Wide range of product offerings and service offerings include financial services 2. Known for its amazing marketing campaigns 3. In constant touch with its customers via social networking - asks feedback, conducts competitions, etc. 4.

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Brands and own-brands

1. Economic considerations : help customer save 800 pound every year.

2. Own-brands are generally set up in the “value, better and best” model, and no brands can generally have that sort of spread – they’re usually much more linear.

3. Spanish retailer decide to give up own-brand, because people are bringing back more branded products

4. Not be a clear winner between own-brand and brands

5. Own-brand products and brand products are not conflict

6. Three quarters of British consumers choose own-brand supermarket.

7. Through the research, 75% people choose own-brand lables.

8. cheap price,good quality

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As cash-conscious consumers head for own-brands, brands are fighting back with new innovations, finds Angus Montgomery

Almost three quarters of British consumers are now opting for supermarket own-brand labels in their weekly shop, according to new research.
Nearly 10 000 people were surveyed in the poll, from comparison service U Switch, which claims that 73 per cent now choose own-brand labels. This is a massive jump from 25 per cent in August 2008, according to a report by the same company.

Economic considerations are obviously a huge influence on this jump. Rumina Hassam, personal finance expert at U Switch, claims that by 'switching down a brand', consumers could save 15 per cent from the family shop every year - potentially saving each household £800.

The survey also claims that supermarkets are persuading consumers to switch from branded products by expanding their own-brand ranges, citing examples including Waitrose's Essential range, designed in-house, which launched in March and will continue rolling out in stores until October.

Budgens is also currently in the throes of launching its own-brand range, designed by a Pentagram team led by partner Harry Pearce. The Good Value range hit shelves in January, with two more ranges, under the working titles Better and Best, rolling out this year (DW 9 July).

Paul King, retail director at Vivid Brand, says it is this breadth that gives own-brand products an advantage over their branded rivals. 'Own-brands are generally set up in the "value, better and best" model, and no brands can generally have that sort of spread - they're usually much more linear,' he says.

King says that this sort of range allows own-brand products to provide both 'value and adventure'.

He adds that this strategy obviously gives own-brand ranges much more opportunity for targeting consumers. 'The whole point is that if you can bring in a consumer on one value product, chances are they will buy other products in that range,' he explains.

One company that is attempting to beat own-brands at their own game is Procter & Gamble, which announced the launch last month of its value range of Pampers Simply Dry nappies and Pampers Simply Clean wipes. Speaking at the time of the launch, Paul Lettice, trade communications manager for P&amp;G, said, 'The range is an important part of the brand's commitment to growing the category.'

However, a P&G spokeswoman denied this was a direct attempt to compete with own-brand ranges, saying the range has been introduced because 'Pampers understands that in the current climate mums want more choice.' She wouldn't comment on whether P&amp;G would consider adopting the value tactic for other ranges, but did say, 'We will continue to invest in innovation across our entire portfolio. In both good and bad economic cycles there are consumers with different needs, and we want to surprise and delight as many of them as possible.'

Brand-owners are remaining bullish in the face of growing and sophisticated competition from own-brand products. Bart Becht, chief executive of Reckitt Benckiser, which owns brands including Dettol and Nurofen, recently told the Financial Times that he predicted that UK retailers would begin to stock more branded products, as consumers took against own-brand goods. He claims that decisions by European retailers to devote less shelf space to branded products - Spanish retailer Mercedona recently decided to ditch all own-brand products - are driven more by trade than consumer, and added, 'Now, across Europe, people are bringing back more branded products.'

Last July, Marks & Spencer introduced a number of branded products, including Coca-Cola, Marmite and Persil, into 19 stores in the North East, in a trial which was extended to a further 20 stores in the South East in April this year. At the time a spokeswoman told Design Week, 'We have no intention of delisting any of our products to make way for these brands, nor will we stop developing our own-branded products. This is about enhancing, not crippling, our own-brand offer.'

King concludes that, in his opinion, there will not be a clear winner between own-brand and brands. He says, 'Something I tell all our designers is, "Go to the supermarket and look in the baskets at the checkout". What you see is a mix of own-brands, value products, core products and brands.It's all about a careful balancing act.'

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Brands and own-brands are battling for supermarket supremacy - Design Week

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As cash-conscious consumers head for own-brands, brands are fighting back with new innovations, finds Angus Montgomery Almost three quarters of British consumers are now opting for supermarket own-brand labels in their weekly shop, according to new research.Nearly 10 000 people were surveyed in the poll, from comparison service U Switch, which claims that 73 per cent now choose own-brand labels.

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The first TESCO was set up in 1919 with one man， Jack Cohen. Now TESCO is Britain‘s the biggest chain supermarket. It is the third biggest chain supermarket in the world. In the earliest times， the TESCO are only sale foods. Then TESCO start sale clothes， electric，Everyday items and so no.The reason why TESCO start the biggest chain supermarket in the UK is that they sale the things are cheaper and  

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The first TESCO was set up in 1919 with one man， Jack Cohen. Now TESCO is Britain‘s the biggest chain supermarket. It is the third biggest chain supermarket in the world. In the earliest times， the TESCO are only sale foods. Then TESCO start sale clothes， electric，Everyday items and so no.The reason why TESCO start the biggest chain supermarket in the UK is that they sale the things are cheaper and  

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Asda was estalished in 1949 .It take 67years develop,it become famous supermarket.British Asda is Britain's first ban on the production of their own food and soft drinks in the use of artificial colors and flavors supermarket. Asda is committed to "clean" food production.

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Tesco was first established in 1919s in London. With the development of Tesco, it has becoming the third biggest supermarket enterprise over the world. And why the Tesco can become the third biggest supermarket is a problem for me. According to my research, the Tesco philosophy: better, simpler and cheaper is the main reason for them development well. And the Tesco is thinking for customer, this is why the customer will buy the Tesco's product again.

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(tesco)

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(tesco)

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(tesco)

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In our group, we had went to Tesco and ASDA yesterday 2 P.M.  Firstly, we find some product which is belongs to Tesco and ASDA. Then, according to paper's question, we find the sausages and dark chocolate, it has little own-brand on this two goods. Next, we have take some photos on sausages, dark chocolate and some discount products. Finally, according to the price, packing, ingredients and quality of those products, we compare those products. And we know which kind products is popular by people.

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1. meal-deals
2. buy one get free one
3. special offer
4.