Analysis of Business Operation Mode and Marketing Strategy of British Mainstream Supermarket: Case study of Tesco

Ruoqi Fu

doi:10.54097/895tzt69

Authors

Ruoqi Fu

DOI:

https://doi.org/10.54097/895tzt69

Keywords:

Tesco, business operation, marketing, case study.

Abstract

Jack Cohen founded Tesco in 1919 as a market stall. It is now the UK's largest supermarket chain and a global retail giant. Tesco has expanded its product line and added technologies during the past century to meet client needs. Tesco provides food, apparel, gadgets, and financial services to a large audience with a customer-focused and adaptive strategy. Operational efficiency benefits Tesco. It operates Tesco Extra hypermarkets, Tesco Express convenience stores, and its website. Tesco targets specific populations with different models, giving short shopping trips and wider store selections. To reduce costs and increase product availability, Tesco optimizes its supply chain. Early adoption of AI-driven inventory management and self-checkout technologies optimizes operations and improves shopping. Tesco's strategy includes marketing. Value, quality, and convenience have made Tesco a great brand. Customer loyalty is maintained with Clubcard's personalized discounts and awards depending on shopping habits. This increases repeat business and gives Tesco consumer data for marketing and stocking decisions. Tesco faces growing competition, changing consumer behavior toward online shopping, inflation, and supply chain disruptions. To compete, Tesco must innovate and adapt to customer expectations and market situations. Therefore, operational efficiency, customer-centric marketing, and sustainability drive Tesco's long-term success. In a changing retail market, it must be agile to expand and lead.

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