Tesco Stores Malaysia - Service Marketing Mix

Published: 05th April 2011
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Tesco Stores Malaysia Sdn. Bhd.

SHAIKH MOHAMMED FAISAL, Matrix 012010110114

MSU Graduate School of Management, March 2011

Introduction

Tesco History

Tesco originated in 1919 when Sir Jack Cohen used his gratuity from his Army service in the First World War to sell groceries from a market stall in the East End of London. By the late 1920s, Tesco (or TES from TE Stockell, a tea supplier that he used, and CO from Cohen) was selling from open-fronted shops in London high streets, the first store being at Burnt Oak, Edgware. Cohen’s motto was "Pile it high, sell it cheap," referring to the idea that customers wanted inexpensive products at convenient locations and that volume would drive profitability. Sir Jack Cohen concentrated on growing the business, vigorously pursuing expansion. Tesco Stores (Holdings) Ltd was floated on the London Stock Exchange with a share price of 25 pence. Until the 1970's, Tesco operated on the 'pile it high, sell it cheap' formula Cohen had imported from the USA. However, the market was changing, leaving the company with slim margins and a serious image problem. Under the leadership of Ian MacLaurin, who succeeded Jack Cohen in 1973, Tesco decided to try something dramatic and different which to become an ‘inspirational mass retailer’. Tesco decided to modernize itself, closing 500 unprofitable stores, and extensively upgrading and enlarging others. At this time, Tesco prioritized the development of large out-of-town stores where parking was convenient, the selection of goods broad, and where a higher volume of business could be generated at increased margins while reducing overheads.

Tesco Stores Malaysia Sdn. Bhd.

Tesco Stores (Malaysia) Sdn. Bhd. was incepted on 29 November 2001, as a strategic alliance between Tesco Plc UK and local conglomerate, Sime Darby Berhad of which the latter holds 30% of the total shares. Tesco opened its first store in Malaysia in February 2002 with the opening of its first hypermarket in Puchong, Selangor. Tesco Malaysia currently operates 33 Tesco and Tesco Extra stores. In 2004, Tesco Malaysia launched its own house brand, Tesco Choice. In December 2006, Tesco also acquired Makro Cash & Carry in Malaysia, a local wholesaler which was rebranded to Tesco Extra and provides products for small local retailers. In 2007, Tesco launched ‘Club Card’. This acts a way to say thank you to customers by giving back their money to them. Club card has received an overwhelming response from customers with nearly 2 million household members signed up to date. As of January 2009, Tesco have rewarded nearly RM10 million worth of Club card Cash Vouchers to the customers. Later in year 2008, Tesco introduce Green Club card and Green bags making Tesco Malaysia to be the first Tesco International business to introduce the Green Club card scheme. As part of its global commitment, Tesco Malaysia is market leading on tackling climate change in techniques of energy saving, launching Green Club card Points to incentivize customers shopping with their own bags, introduce degradable carrier bags, promote positive behavior among staff though Energy League competition intra stores and a recycling centre to facilitate customers to do their part for the environment. Apart from that, Tesco has launched new promotion campaign to the consumers, 50 basic needs guaranteed not beaten on price. 2009 has embarked Tesco as the number 1 Hypermarket in Malaysia.

Strengths

Own brand value

Tesco has a strong own brand value which is becoming known throughout Malaysia due to existing expansion program.

Competitive Pricing Strategy

The targeted price cuts enabled Tesco to attract more shoppers from competitors and capture the volume that supported the lower prices. Tesco has extended its low price positioning in core groceries across non-foods lines to undercut competition which actually Tesco selling with low price but provide high volume.

Customer loyalty/relationship

Tesco gained customer loyalty or relationship by launching Club Card scheme. Customers like the Club card program mainly due to the personalized treatment they receive and the relevance of rewards.

Acquisition of Makro

Tesco acquire Makro and convert it to Tesco Extra. What Tesco does is they operate it similar to Makro, but more flexible. For example, Makro do not allow customer to buy in small quantity, but Tesco Extra allow but charge higher than those buy in bulk. By doing so, Tesco could earn profit from those SME as well, besides individual customers or family type customers.

Strong hypermarket format

The expansion of new stores by adding space to existing locations has contributed to the growth of Tesco supermarket. Besides that, Tesco runs two type of hypermarkets format which Tesco Hypermarket and Tesco Extra Hypermarket.

Weaknesses

Dependable of UK business

Since Tesco Stores Malaysia is one of Tesco PLC UK market in Asia, all the business decision has to follow UK. This could be the weaknesses for Tesco Malaysia to expand their business widely. Since Tesco is foreign brand hypermarket in Malaysia, Tesco PLC has to adapt to local business. Although international business is still growing, and is expected to contribute greater amounts to Tesco's profits over the next few years, Tesco Stores Malaysia is still highly dependent on the UK market (73.8% of 2003 revenues). Any changes in the UK supermarket industry over the next year for example, will somehow affect the Asia market such as Malaysia.

Burden of higher advertisement cost

Since Tesco Stores Malaysia is launching Everyday Low Price campaign, all the cost including papers, printing, people and distribution and marketing promotion has to be borne by Tesco.

High turnover rate of employees

Tesco experienced high turnover rate with their employees especially in the operation department. Many of their employees resign after only working one or two months in their supermarket, which is not good for them as they will need to find and employ new employees. The cost of training and development for new staff will burden Tesco.

Company’s Core Business

The UK is the biggest market and the core of TESCO business. The aim is to provide all of the customers with excellent value and choice. It has been innovative and energetic in finding ways to expand, such as making a large-scale move into the convenience-store sector, which the major supermarket chains have traditionally shunned. Tesco has 702 stores and is the largest food retailer in the United Kingdom. Tesco continue to increase market share through their policy of cheaper prices, offering better value and providing more choice and convenience for customers. Market share of the UK has grown steadily since the early nineties as a result of our customer focused strategy.

Company’s Supplementary Business

Non-food business

The aim is to be as strong in non-food as in food. This means offering the same great quality, range, price and service for our customers as in the food business. Many supermarket chains have attempted to diversify into other areas, but Tesco has been exceptionally successful. By late 2004 it was widely regarded as a major competitive threat to traditional high street chains in many sectors, from clothing to consumer electronics to health and beauty to media products. Tesco sells an expanding range of own-brand non-food products, including non-food Value and Finest ranges. It also has done quite well in non-food sales in Malaysia.

Community

Making Corporate Responsibility integral to our business is essential in applying our values as a responsible business. We believe it is also an opportunity for growth. Tesco Malaysia is committed to stay close to the heart of the communities Tesco Malaysia is part of. We responded and worked with many local communities including NGOs such as the National Cancer Council (MAKNA) to raise RM450, 000 through fundraising and Walk for Life series to raise cancer awareness. Tesco has also raised funds for the Malaysian Nature Society through the sales of its designer green bag and carrier bag sales and Walk for Schools donation to local primary schools. Tesco Malaysia’s Charity partner of the Year 2010 is Nur Salam, and we aim to help improve the quality of life for these children through customer and staff fundraising activities at all its stores nationwide.

Personal Finance

Tesco has followed its customers into the growing world of retailing services, aiming to bring simplicity and value to complex markets. Tesco Stores (Malaysia) Sdn Bhd is making it easier for customers at 22 of its stores nationwide to do hassle-free banking within 10 minutes through Easy by RHB at Tesco stores, collaboration with the RHB Banking Group. Following the successful launch of its first two financial products in January 2009, the co-brand Tesco-RHB Credit and Debit Cards, there are now five new, instant banking products being offered to existing and new customers expanding the range of products that customers can access quickly and conveniently while shopping at Tesco. Whether it's opening a savings account, applying for a credit or debit card, buying life and personal accident insurance, arranging Amanah Saham Bumiputera financing or applying for personal loans up to RM50, 000, everything is quick and convenient at Tesco. Background checks and approvals are completed on the spot at conveniently located kiosks in Tesco stores. This signifies another important milestone for Tesco in expanding its financial services in Malaysia. This is Tesco's way of showing that TESCO are looking into the needs of their customers by bringing them a more convenient way to get financial services and this new concept of banking allows our customers to get banking services during weekends and after office hours. They will consider any move to make shopping at Tesco an enjoyable and beneficial experience for our customers. Customers are of utmost importance and Tesco want to be able to give them as much benefit as they can. This may include entering into collaborations with other companies so that Tesco can offer the best in the market for their customers. It is a matter of keeping the interests of customers at heart. Easy by RHB @ Tesco is a revolutionary banking concept that offers simple, fast and convenient banking. Customers just need to bring their MyKad for on-the-spot approval and instant cash or loans up to RM50, 000, all without the need to fill-up any forms as details are captured electronically and a unique biometric verification system is used. This concept of being the first and only hypermarket in Malaysia to provide banking to their customers is exclusive to Tesco. The Easy by RHB @ Tesco kiosks are now available at 22 of Tesco's 33 stores nationwide daily, open from 10am to 10pm. The RHB Banking Group is appreciative to Tesco in bringing Easy into their stores, and concern that this step will further strengthen our partnership and cooperation. There are 33 existing Easy outlets in operation, 26 standalone, 5 Easy by RHB @ Pos Malaysia, and 2 kiosks at LRT stations and now with Tesco as the distribution channel, which will make the total number of Easy by RHB outlets 55 hope to reach out to more customers and give them value-add services that they do not get from other financial providers. In addition to that, this easy banking concept, touted to be the first-of-its-kind, also empowers the people to take control of their finances in a simple, convenient and affordable manner.

Tesco’s Service Marketing Mix

Product Element

Tesco aim to:

• build strong relationships with our suppliers

• get the best value for our customers

• give our customers confidence that we maintain good standards throughout our supply chain

At Tesco their aim is to buy and sell products responsibly – so that customers know that everything they buy is produced under decent conditions, and everyone involved is treated fairly. They believe firmly in the benefits of trade. For customers, they use trading to put products within the reach of ordinary people, and ensure economic growth. For suppliers, they have a wide influence on the way they treat their workforce.

They want the right values in supply chain, good animal welfare, and decent prices and conditions for suppliers. At the same time, they also need to provide good value products to customers, many of whom are currently struggling to make ends meet.

Place & Time Element

Tesco Malaysia operates 36 stores and in two formats following the acquisition of the Makro Cash and Carry business in Malaysia in December 2006. Tesco Stores Malaysia Sdn Bhd has been separated into 2 formats which are Tesco Hypermarket and Tesco Extra Hypermarket.


Tesco Hypermarkets

The hypermarket format offers customers a complete one stop shopping for their needs from fresh food to groceries, from household needs to apparel. It carries more than 60,000 lines of products including nearly 3,000 own brand of products ranging from food to non-food items.

Tesco Extra Hypermarkets

The Tesco Extra format serves the needs of small businesses, families and individuals all under one roof by providing a comprehensive range of products and services focused for small businesses including bigger pack sizes, special trolleys and checkouts as well as a dedicated business development team to support small business owners with their orders. Tesco Extra, the newest business format in Malaysia opens its first store on 30th April in Seremban, with the conversion and refurbishment of what was once Makro Cash & Carry Seremban. Now, 7 other Extra stores are in operation. There are 3 Extra stores located in Klang Valley which is Extra Cheras, Extra Shah Alam and Extra Selayang. The remaining Extra Stores are located in Ipoh, Plentong Johor Bharu and Extra Sungai Dua in Penang. The new concept store will combine the best practices of both Tesco and Makro businesses. The Tesco Extra store will also cater to all the needs of individual customers and families through its services and extra range of food and non-food products as well as the unbeatable prices that have become the hallmark of Tesco in Malaysia. Tesco Extra also has enhanced facilities in the store including disabled parking and toilets, parent and baby parking, all credit cards accepted, customer loading facilities, and different types of trolleys and checkouts to cater to the varying segment of customers.

Promotion & Education Element

In order to attract customer, Tesco stress daily and weekly promotions. They use various methods like, Marketing Communication Tools which includes print pamphlets, retails advertising and internet promotions. Huge billboards attract crowds, free parking are some of the lures used by Tesco seems to work in their favor. Tesco is very good at using design across their own label, especially strategically. Tesco is often used as one of the best examples of own brand label in the retail industry. Majority of consumers buy the basic Tesco brand as it is cheap and good value for money. The use of Tesco logo is consistent in each of the products design. Brand values of Tesco are successfully throughout Tesco own brand ranges demonstrated through experience and way finding system. Tesco uses design to give something back to customers for shopping at Tesco. As competition is so intense retailers such as Tesco use design to differentiate from the competitors.

Price & Other Outlays Element

An Every Day Low Pricing (EDLP) strategy of Tesco is more popular with shoppers than one driven purely by promotions, according to a recent survey in the UK. But a combination of the two is the best means of keeping shoppers happy. Pricing was a key strategy and selling point for Tesco. Low prices were adopted to maximize sales. Tesco's value-added products at low prices attracted many customers. After the launch of 'unbeatable value' campaign in 1996, Tesco went in for massive price reductions. The company adopted the strategy of 'Everyday Low Pricing' (EDLP), while continuing its other promotional activities. The EDLP program aimed to regularize low prices for Tesco customers. Low prices were not merely a strategy used for the occasional sale, but on a regular, daily basis. Adopting the EDLP strategy demonstrated Tesco's commitment to its customers, putting customer interests first.

Physical Environment Element

Tesco ensures that the moment the customer enters their stores; they should have a personal experience which amounts to proper lighting, proper sign boards, and neat employees who are educated about the products they sell, clear prices marked on the product. Special attention is given to cleanliness of both the employees as well as the stores. Special emphasis is given on training the staff whereby staffs are evaluated and rewarded according to their performance.

Process Element

Some of the key indicators that shows how strong their operation process is determined by the following,

• We try to get it right first time

• We deliver consistently everyday

• We make our jobs easier to do

• We know how vital our jobs are

• We always save time and money

People Element

The company’s Values are ‘No-one tries harder for customers’ and ‘We treat people how we like to be treated’. These values are interlinked and underpin everything employees do at Tesco. It understands that by managing our people well – in a culture of trust and respect – they will in turn try their hardest for customers.

By offering competitive pay and benefits and an opportunity to develop a long-term varied career with good training, they are able to keep employees motivated, committed and excited about working at Tesco.

They believe that people are the most important asset and it is essential that they feel rewarded for the work they do and supported in their development. They offer good pay across all our businesses, as well as benefits in each market that reflect employees’ priorities.

As a leading global company, Tesco aims to offer the very best training and development for all its employees. The Tesco Academy helps provide an opportunity to get on for all our people. It develops thousands of world-class leaders through excellent training in leadership, management and technical skills.

Productivity and Quality Element

Tesco believes that having strong, well trained professionals, better pay, strong process and good leverage on negotiation with supply chain, great products can deliver efficiency and quality through which ultimately the customer will benefit.

Improvement Needed

The company should start thinking towards online presence, as more people are becoming net savvy. They should build up a strong virtual warehouse where people can buy non perishable goods which can be shipped directly to the customers. This will reduce Tesco’s footprint, both from assess as well as environment point of view. Reducing the warehouse footprint due to virtual stores can derive monetary benefits to the company.

Comparison Study with Competitors

In this retail industry there is stiff competition between hypermarkets. Name such as Giant, Carrefour and Jusco are the biggest rival for Tesco Stores Malaysia to compete in the industry. This report will explain further regarding the Tesco Stores Malaysia rival.

Giant Hypermarket
In Malaysia, the name Giant has become synonymous with everyday low prices, big variety and great value. This has been underscored by few surveys conduct in Malaysia, which showed that Giant was perceived as the cheapest place, in Malaysia, to shop for everyday groceries beside Tesco. Giant holds second biggest share market in retail industry in Malaysia for the year of 2010 after Tesco.

Jusco

In order to be successful, it is vital for a shopping centre to have the right environment and tenant mix. Only then will customers be willing to spend endless hours here in pursuit of activities that entertain and help them to relax. Jusco provide laid back environment in their shopping complex. Customer feels free to shop not just that, they can also spend time with their family eating at the food court provided by Jusco. Jusco holds 22% of market shares and the third biggest after Tesco and Giant for the year of 2010.


Carrefour Malaysia

Carrefour's success is based on the talent and motivation of its staff. To increase efficiency and competitiveness, and in order to improve as a retailer, the Carrefour Malaysia is about to transform themselves and redesign its organization, enhance synergies between sales and purchasing, and create new relationships between head offices, countries and stores. Carrefour still sustains in the market in Malaysia and has 15% of market share in retail industry for the year of 2010.

Conclusion
The success of the Tesco Stores Malaysia shows how far the branding and effective service delivery can come in moving beyond splashing one's logo on a billboard. It had fostered powerful identities by making their retailing concept into a virus and spending it out into the culture via a variety of channels which are cultural sponsorship, political controversy, consumer experience and brand extensions.

In a rapidly changing business environment with a high competitors pressure Tesco have to adopt new expansion strategies or diversified the existing in order to sustain its leading market position in an already established retailing market. The company must constantly adapt to the fast changing circumstances. Strategy formulation should therefore be regarded as a process of continuous learning, which includes learning about the goals, the effect of possible actions towards these goals and how to implement and execute these actions. The quality of a formulated strategy and the speed of its implementation will therefore directly depend on the quality of Tesco's cognitive and behavioral learning processes.

In large organizations as Tesco strategy should be analyzed and implemented at various levels within the hierarchy. These different levels of strategy should be related and mutually supporting. Tesco's strategy at a corporate level defines the businesses in which Tesco will compete, in a way that focuses resources to convert distinctive competence into competitive advantage.

References

http://www.tesco.com.my

http://www.tesco.com.

Johnson, G., Scholes, K., Whittington, R., (2005) Exploring Corporate Strategy Text and Cases, 7th Edition, FT Prentice Hall

M.E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, 1985

Jeannet, J., Hennessey, D.H, Global Marketing Strategies, 6th Edition, Houghton Mifflin


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